Save Environment for Future Generations (2)

by Herman Bailey | Aug 17, 2026 | Essays | 0 comments

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Save Environment for Future Generations
Climate change is among the most heated discussions happening globally. Summits occur, leading to the conglomeration and government collaboration, but the effects are intensifying. According to the European Commission, global warming is part of the cause of climate change, and human activities lead to facilitation efforts. There is a mutual action and reaction mechanism that occurs between human beings and the environment since the consequence of environmental degradation is debilitating to human survival. Since the environment promotes sustenance and survival, it is fundamental for people to come together to offer solutions for future sustainability. In the economic realm, people work hard to secure a financial future for future generations. However, focusing on finance rather than the environment results in futile effects since the investment will be consumed by efforts to create an accommodating environment. Therefore, sustainability should be at the center of every discussion since it governs how the future generation will utilize investments and available resources. This essay explores the various methods and reasons for saving the environment for future generations.
Charles Darwin postulated the evolution theory, which emphasized survival of the fittest and natural selection. Migration has been occurring based on the theory of evolution as people look for more habitable places. Regardless of the existential effect of natural selection, it is critical to recognize that its prevalence does not offer solutions to environment conservation. Tackling environmental conservation issues entails implementing strategies toward governing how human activities affect climate change. The environment provides the ecosystem for survival, and alteration leads to a decline in population and adaptation. Conservation effort is the future of sustainability since it secures the environment by promoting a conducive atmosphere for organisms to thrive.
While industrialization drives economic development in the contemporary world, its repercussions have entrenched environment conservation. According to Lui et al (347), there is increased mineral extraction, as the demand for technological products increases, the aftermath of mineral exploration is land degradation, which affects the natural ecosystem. Another example of environmental exploitation for human survival is the development of hydroelectric dams. Setting up a dam for power production leads to increased continental mass while the local population rehabilitates to safer grounds. The ecosystem surrounding an area also changes since the accumulation of water encourages aquatic life. The impact of the development affects the equilibrium between continental plates, thereby leading to increased earth movement characterized by earthquakes.
Throughout history, the intensity of climatic conditions has increased. 2023 experienced the highest recorded temperatures during a heatwave, and this is due to the effect of climate change. As there is reliance on fossil fuel, the released combustion products deplete the ozone layer, whose function is to prevent environmental and human damage by the ultraviolet rays (Tripathy et al., 57). Increased temperatures have also elevated desertification to the extent that some of the lakes have reduced in size while others have been wiped out of maps; an example is the Aral Sea in Central Asia (Yang et al., 191). If no measures are implemented towards mitigating the effects of climate change, the future darkens as human survival is at risk of extinction.
A societal and expected system of continuity involves steps in human existence. From birth, people go through education, work and marriage, bringing up children, and lastly, retirement and death. The fate of human survival is, therefore, death, but what people do before their end of life matters since it depicts how the process of continuity will progress. After each individual reaches the age of accountability, the law holds each person based on their action; in most cases, it is 18 years, the start of establishing a sustainable future (Vignoli 30). The majority of people think about financial freedom since aspirations for the future are determined by personal actions. Also, while working, people understand that there is a need to create a subsystem of income generation such that the future is secure and the generations that come after them do not need to struggle much to meet their financial obligations. The same scenario of the steps in life must occur in environmental conservation.
People often forget that it is the environment that promotes sustainability through the provision of a habitable ecosystem. The income generation process can lead to environmental exploitation, and since the owners are few and powerful, it becomes harder for the law to prosecute perpetrators. Therefore, the global economic environment facilitates a system of environmental degradation. Through the industrialization period, economic progress has peaked, but the repercussions are currently hurting the people who should benefit from the proceeds of growth. Governments are currently investing in efforts to mitigate climate change, thereby showing that it is impossible to ignore the magnitude of environmental degradation.
Saving the environment is the foundation for establishing a future for the coming generation. Originally, before industrialization and economics, human beings were hunters and gathers, and this means that naturally, agriculture is the baseline of survival. People used to keep animals in flat crops for food, which is among the vital elements of basic needs (Mukherjee 35). Since agriculture depends on the environment, implementing measures for environmental conservation establishes a long-term food security program.
Although contemporary economics entails moving people into urban centers, the agricultural zones are fundamental to keeping food flowing. Although science has availed research programs and provides tools and technologies to improve food security, environmental degradation through leaching and overuse of chemicals reduces food production. Also, using artificial products to keep production high changes the natural circulation of nutrients within the soil, resulting in a loss of fertility, which compromises environmental sustainability. Saving the environment means that programs are directed towards ensuring that the constituents remain in their state of being enriched rather than exploited.
While discussing the environment, the food chain is critical since it depicts how living organisms mutually exist. In the food chain, there are predators and prey whose function is to control the population while also being a source of nutrients for others. When an organism in the food chain is on the brink of extinction, there are two phenomena expected, and they include adaptation or death (Mukherjee 45). Nurturing an ecosystem allows all organisms to coexist and promotes the development of the food chain. Since the food chain is a process of controlling pollution, a conducive environment can lead to growth in all constituents of the food chain without affecting survivability. It is, therefore, possible to secure a mutually beneficial ecosystem for future generations through environmental conservation.
At the bottom of the food chain, there is the producer, which includes plants that manufacture food. The plants constitute trees, which are regenerative and create greening of the environment. In Brazil, there have been efforts to extend agricultural land by cutting trees, but the people living in the forest feel threatened since their ecosystem has been altered. The effect is that there is a loss of culture and authenticity due to the change of environment. The people living in remote areas strive to teach the children about cultural preservation, and since their connection to the environment is high, efforts to cut down trees compromise their existence. Conservation of the environment is, therefore, a practice that builds on the continuity of culture and preserves it for future generations.
Each region has its unique ecosystem that is a habitat for animals. Tourism is among the drivers of global economics, and the primary objective of tourists is to appreciate the landscape, culture, and natural ecosystem. When human activities dominate within a region, there is destruction of the environment, and this reduces tourism. Also another example is evident in causing the migration of animals and reducing their population through environmental dereliction. Since tourism is a source of income and it prospers when the ecosystem maintains its original status, environment observation efforts lead to increased revenue generation. The result is that the future generations can have a sustainable income.
The environment has princesses, such as the water cycle, which is a source of fresh water. Water makes up 70% of the human body, and it governs food security (Siborurema n.p.). Through environment conservation efforts, it is possible to create water catchment zones used as a source of freshwater. The water produced from water catchment areas can be used for agricultural practices and electricity generation, as evidenced by geothermal power.
Efforts of environmental conservation have been implemented as there are the sustainable development goals postulated by the United Nations (Guang-Wen 683). The greening of the environment by reducing the dependence on fossil fuel as a form of energy is taking effect, leading to the development of technologies such as electric cars. These electric cars also need sustainable energy from renewable sources such as geothermal. Geothermal energy is less intrusive and depends on the underground water cycle process. Therefore, geothermal energy is among the future of sustainable energy that promotes environmental conservation.
In conclusion, saving the environment through conservation efforts secures a sustainable future for the coming generations. Some of the methods through which saving the environment secures the future generation include wealth generation, culture preservation, increased production of food, and reduction of natural disasters. Climatic conditions need to remain stable, and this is through using renewable resources. Governments would be collaborative to improve environment conservation efforts and mitigate climate change for the preservation of ecosystems.

Works Cited
European Commission. Causes of climate change. Climate Action.
https://climate.ec.europa.eu/climate-change/causes-climate-change_en#:~:text=Burning%20fossil%20fuels%2C%20cutting%20down,greenhouse%20effect%20and%20global%20warming.
Liu, W., Agusdinata, D. B., & Myint, S. W. (2019). Spatiotemporal patterns of lithium mining and environmental degradation in the Atacama Salt Flat, Chile. International Journal of Applied Earth Observation and Geoinformation, 80, 145-156.
Mukherjee, Samir Kumar. “Climate Change and Bio-Diversity Loss-Interrelated Phenomena.” Algae 40: 26-900.
Guang‐Wen, Zheng, et al. “Achieving the objectives of the 2030 sustainable development goals agenda: Causalities between economic growth, environmental sustainability, financial development, and renewable energy consumption.” Sustainable Development 31.2 (2023): 680-697.
Siborurema, Espérance. The contribution of urban agriculture to sustainable development: potential role in improving food security and reducing poverty. Diss. Stellenbosch: Stellenbosch University, 2019.
Tripathy, Kumar P., et al. “Climate change will accelerate the high-end risk of compound drought and heatwave events.” Proceedings of the National Academy of Sciences 120.28 (2023): e2219825120.
Vignoli, Daniele, et al. “Uncertainty and narratives of the future: A theoretical framework for contemporary fertility.” Analyzing contemporary fertility (2020): 25-47.
Yang, Xuewen, et al. “Changes in area and water volume of the Aral Sea in the arid Central Asia over the period of 1960–2018 and their causes.” Catena 191 (2020): 104566.

Herman Bailey

With a student-centered approach, I create engaging and informative blog posts that tackle relevant topics for students. My content aims to equip students with the knowledge and tools they need to succeed academically and beyond.

Influence of Product

by Herman Bailey | Aug 16, 2026 | Essays | 0 comments

INFLUENCE OF PRODUCT ATTRIBUTES, PRICING AND ENTREPRENEURIAL CHARACTERISTICS ON THE GROWTH OF APPAREL SMALL AND MEDIUM ENTERPRISES (SMEs) IN EASTLEIGH-NAIROBI

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UNITED STATES INTERNATIONAL UNIVERSITY

SUMMER 2013
INFLUENCE OF PRODUCT ATTRIBUTES, PRICING AND ENTREPRENEURIAL CHARACTERISTICS ON THE GROWTH OF APPAREL SMALL AND MEDIUM ENTERPRISES (SMEs) IN EASTLEIGH-NAIROBI

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A Research Report Submitted to the Chandaria School of Business in Partial Fulfillment of the Requirement for the Executive Master of Science in Organizational Development (EMOD)

UNITED STATES INTERNATIONAL UNIVERSITY

SUMMER 2013
STUDENT’S DECLARATION
I, the undersigned, declare that this is my original work and has not been submitted to any other college, institution or university other than the United States International University in Nairobi for academic credit.

Signed: __________________________ Date: _____________________________
Abdirashid Mohamed Abdi (ID No. 607255)

This project has been presented for examination with my approval as the appointed supervisor.

Signed: __________________________ Date: _____________________________
Dr. Damary Sikalieh

Signed: __________________________ Date: _____________________________
Dean, Chandaria School of Business

Signed: __________________________ Date: _____________________________
Deputy Vice Chancellor, Academic Affairs
COPYRIGHT
© Copyright by Abdirashid Mohamed Abdi, 2013
All rights reserved. No part of this project report may be produced or transmitted in any form or by any means, electronic, mechanical, including photocopying, recording or any information storage without prior written permission from the author
ABSTRACT
The main objective of this study was to determine the influence of product attributes, pricing and entrepreneurial characteristics on the growth of apparel Small Medium Enterprises in Eastleigh-Nairobi. This research was steered by the following research goals: To establish the influence of product attributes to the growth of apparel SMEs in Nairobi Kenya, to determine how price promotions influences the growth of apparel SMEs in Nairobi Kenya and to examine the influence of entrepreneurial characteristics to the growth of apparel SMEs in Nairobi Kenya.

Research design
The researcher adopted a descriptive research design which was appropriate in giving conclusive results on the research variables. The population consisted of the Eastleigh business community operating in 24 shopping malls that house 3501 business premises. A sample of 359 owner managers was selected for the study. Random and convenience sampling methods was used in the selection of elements. Primary data collection method using questionnaires was the most effective data collection tool from a widely distributed population. Descriptive statistics such as percentages and frequency distribution was used to analyze the demographic profile of the participants. The mean and standard deviation described each variable under product attributes, price promotions and entrepreneurial characteristics on the growth of SMEs. The mean provided an accurate set of numbers and the standard deviation was a more accurate measure of the spread of data from average. The coefficient of variation was used where the data was skewed. The coefficient of variation was useful because the standard deviation of data was understood in the context of the mean of the data. The data was offered using tables to give a clear picture of the study findings .

Findings
The findings established that higher brand status flexibility is more prone to consumer involvement in fashionable clothing. Customers can be inclined to buy certain products due to brand loyalty. Customer satisfaction with the products also demonstrates brand trust. Price discounts were popular because they seemed to stimulate immediate purchase of the promoted product that resulted into the sales increase in apparel SMEs growth. Price discounts also seemed to stimulate immediate purchase from non users. A person’s need to strive hard to attain success as a way of life rather than a simple drive was found to contribute to apparel SMEs growth. High achievement-oriented individuals contributed to the rapid growth of their enterprise.

Brand perception
This study recommended that entrepreneurs should place great importance on the quality of the fabric which can lead to the growth of apparel SMEs. This showed how brand perception provides a great deal of attention to apparel product attributes. Providing high quality brands of apparel products is essential for the growth of their SMEs. This study also recommended that price discounts should be explored to stimulate immediate purchase of the promoted product that can result to apparel SMEs growth. Further, the entrepreneurs should work hard to attain the success and the growth of their enterprise. Entrepreneurs should also cultivate their skills through socialization for rapid growth of their enterprise.

Entrepreneurs
The study was conducted among apparel entrepreneurs. The study suggests that future researchers can conduct the same study among customers to make the research even more realistic and authenticated. This is because consumers as compared to the sellers may behave differently when responding to the product attributes and price promotions. Therefore, future research could consider these aspects in expanding on the scope of the research.

ACKNOWLEDGEMENT
It goes without saying that I couldn’t have completed writing this project were it not for you people. First, the acknowledgement goes to the Almighty God for giving the life and health in finishing the project. Without you God I don’t know where I would have been. Second, I acknowledge different writers for providing insight into the research topic, without you I wouldn’t have gained much knowledge in doing the research. Also, I acknowledge Dr. Damary Sikalieh for imparting research knowledge on me, I think you are God sent, a lecturer above others, you have also been very patient with me as I struggled to understand the course and knowledge gained gives me an edge in project and research writing. May God Bless you all who have contributed in one way or another in making this project become a reality.
DEDICATION
This project is dedicated to my loving family who have been patient and kind with me as I committed a lot of time in writing this project.

TABLE OF CONTENTS

LIST OF TABLES
Table 3.1: Population Distribution 38
Table 3.2: Sample Population Distribution Error: Reference source not found1
Table 4.1: Age of Respondents 44
Table 4.2: Education Level 45
Table 4.3: Business Income Level (KSH) per Month at Start-Up 46
Table 4.4: Business Income Level (KSH) per Month 46
Table 4.5: Business Assets Level at Start-Up 46
Table 4.6: Current Business Assets Level 47
Table 4.7: Legal Status of the Enterprise 47
Table 4.8: Number of Employees 48
Table 4.9: Number of Employees 49
Table 4.10: Current Situation of Enterprise 49
Table 4.11: Business Industry 50
Table 4.12: Quality of the Product 51
Table 4.13: Correlation between Demographic Factors and Quality of the Product 51
Table 4.14: Brand Loyalty 53
Table 4.15: Correlation between Demographic Factors and Brand Loyalty 54
Table 4.16: Label 54
Table 4.17: Correlation between Demographic Factors and Label 55
Table 4.18: Fashionability and Design 56
Table 4.19: Correlation between Demographic Factors and Fashionability 57
Table 4.20: Reliability 58
Table 4.21: Correlation between Demographic Factors and Reliability 59
Table 4.22: Appearance 59
Table 4.23: Correlation between Demographic Factors and Appearance 60
Table 4.24: Perceived Hedonic and Utilitarian Benefits 61
Table 4.25: Correlation between Demographic Factors and Benefits 62
Table 4.26: Price Promotions and SMEs Sales 64
Table 4.27: Correlation of Demographic Factors and Price Sales Promotions 65
Table 4.28: Price Promotion and Quality Evaluation of Products 66
Table 4.29: Correlation of Demographic Factors and the Price Quality Evaluations 66
Table 4.30: Price Promotion and Market Share 67
Table 4.31: Correlation of Demographic Factors and the Price Market Share 68
Table 4.32: Understanding of Consumers Prices for SMEs Growth 68
Table 4.33: Demographic Factors and Understanding Consumer Prices 69
Table 4.34: High Need for Achievement 70
Table 4.35: Correlation of Demographic Factors and High Need for Achievement 72
Table 4.36: Locus of Control 73
Table 4.37: Correlation of Demographic Factors and Locus of Control 74
Table 4.38: Risk Taking 75
Table 4.39: Correlation of Demographic Factors and Risk Taking 77
Table 4.40: Tolerance of Ambiguity 78
Table 4.41: Correlation of Demographic Factors and Tolerance of Ambiguity 79
Table 4.42: Creativity 80
Table 4.43: Correlation of Demographic Factors and Creativity 81
Table 4.44: Need for Autonomy 82
Table 4.45: Correlation of Demographic Factors and Need for Autonomy 82
Table 4.46: Self Confidence 84
Table 4.47: Correlation of Demographic Factors and Self Confidence 86
Table 4.48: Innovation 87
Table 4.49: Correlation of Demographic Factors and Innovation 88

CHAPTER ONE
1.0 INTRODUCTION
1.1 Background of the Study
Small and Medium Enterprises (SMEs) can be defined as the small and medium business enterprises or units that engage in small scale business ventures of which their turnover rate is small. SMEs can be owned by an individual, family or a group of individuals who have come together, pooled their resources to start the business venture (Tagoe, 2005). SMEs make up the largest business sector in every world economy (Culkin and Smith, 2000). SMEs play a crucial part for the economic growth of a country. It is argued that a moderately small fraction of all small firms are liable for the foremost part of the small organization contribution is in the making of new jobs. SMEs growth can differ systematically from one firm to another (Fisher and Reuber, 2003). The SMEs tactical behaviour in addition to subsequent growth is comprehensible in the light of its progression intention.

SME growth is often closely associated with firm overall success and survival (Barringer, Jones and Neubaum, 2005). Growth has been used as a simple measure of success in business. Also, as Brush and Vanderwerf (1992) cited by Pasanen (2006) suggest, growth is the most appropriate indicator of the performance for surviving small firms. Moreover, growth is an important precondition for the achievement of other financial goals of business (Delmar, Davidsson and Gartner, 2003). From the point of view of an SME, growth is usually a critical precondition for its longevity. Phillips and Kirchhoff (1989) cited by Pasanen (2006) found that young firms that grow have twice the probability of survival as young non-growing firms. It has been also found that strong growth may reduce the firm’s profitability temporarily, but increase it in the long run (Pasanen, 2003a).

Firm growth in general refers to the increase in size. In research, firm growth has been operationalized in many ways and different measures have been used. This may be one reason for the contradictory results reported by previous studies, though other explanations have also been presented (Delmar et al., 2003). Another typical measure for growth has been change in the number of employees. However, it has been found that these measures, which are frequently used in the SME context, are strongly intercorrelated (Pasanen, 2003b). Growth can serve as an instrument for increasing profitability by enlarging the firm’s market-share. Other similar goals include securing the continuity of business in the conditions of growing demand or achieving economies of scale. Moreover, growth may bring the firm new business opportunities, and a larger size enhances its credibility in the market. Also, achieving a higher net value of the firm can be regarded as a motive for firm growth (Pasanen, 2006).

According to Olawale and Garwe (2010) citing Churchill (1993) the growth of SMEs as a new small firm starts and develops, it moves through some growth stages, each with its own distinctive characteristics. Churchill (1993) identified five stages of growth: existence, survival, success, take-off and resource maturity. In each stage of development a different set of factors is critical to the firm’s survival and success. The business survival could be equated with a firm that has fully completed the transaction to stage-two organization in the five stages of small business growth. The real issue in new firm growth is that most new SMEs in Kenya do not move from the first stage (existence) to other stages such as survival, success, take off and resource maturity.

SME’s play a valuable role in the country’s economy, and according to Krake (2002) at least 95% of all businesses belong to the SME group. This coincides with Jentzsch (1998) survey that in Australia SME’s accounted for 95% of ongoing annual business activities. In a different survey conducted in South Africa in March 2001, it was estimated that 2.3 million people were owners of at least one non-VAT-registered business that generated a total turnover of R. 2,617 million from their main businesses in the month prior to the Survey of Employers & the Self-Employed (SESE) interview (Statistics South Africa, 2002). Ali (2012) stated that more than 90 per cent of all businesses in Kenya comprise of SMEs. It covers 12 to 14 per cent of employment growth rate, makes up 30 per cent of total employment and three per cent of Kenya’s Gross Domestic Product (GDP).

The justification for economic growth arises from: the potential of SMEs in creating employment opportunities, maximization of profits; harnessing various skills by the entrepreneurs and bargaining power; enhancing financial accessibility, boosting social capital, promoting investment; providing market access and contributing to poverty eradication (Gamba and Komo, 2012). In other words, the development of Small and Medium Enterprises (SMEs) is believed to be a desirable end as the key drivers of employment and economic growth.

The Kenyan government has recognized the vital role small businesses play in stimulating economic activity, creating jobs, alleviating poverty and improving the living standards of the citizens. Small, micro and medium sized enterprises (SMME’s) have been actively promoted, in order to achieve the objectives of economic growth, through competitiveness on one hand and employment generation and income distribution as a result of this growth on the other (Berry et al., 2002).

SMEs contribute to outputs and employment and also affect the competitive ability of the large organizations (Husband and Mandal, 1999). SMEs can influence the competitiveness providing high quality inputs (Ghobadian and Gallear, 2006). The importance of small and medium size businesses for future economic development has been reflected in a number of policy papers which have focused attention on the role of entrepreneurship, owner-managers and the small firm sector (Deakins, Morrison and Galloway, 2002). Also, governments around the globe are increasingly promoting and supporting SME growth as part of their overall national development strategy (Abdullah and Bakar, 2000). However, the growth of SMEs has been hampered due to changing tastes and preferences on the products being offered.

A product may take the form of a tangible good, a service, personality, place or even experience. A product is an item that ideally satisfies a market’s want or need (Alegre, 2006). It’s a deliverable that contributes to a business solution. According to Kotler (2005), a product is anything offered to the market for attention, acquisition, use or consumption that might satisfy a need or want. The basis for any marketing activity begins with a product offering making the product element in the marketing mix strategies a significant factor in marketing. Any business enterprise begins with an idea whose fulfilment requires a product which may be a physical good, retail store, person, organization or place.

According to Kotler (2005), how the product performs in the market determines significantly the overall performance of that organization. While other factors of production like for example people, price, place, capital and promotion are key performance drivers, it is important to note the role of Product in the organizations’ bottom-line. Product is one of the key and significant performance drivers in business (Doyle, 2007). The kind of product will determine how the other marketing activities will be applied. The product is what attracts a consumer. The product is what makes a market (Farquhar and Panther, 2008). For instance, apparel SMEs can gain a competitive advantage by understanding what the customer needs and sufficiently address those needs through the provision of high quality products attributes.

The product attributes influence the consumers towards the consumption of a particular apparel brand that can translate to SME’s growth. An attractive product attribute creates positive feelings for the preferred brand that are likely to be held in the memory of the consumers for a very long time (Doyle, 2007). Reinforcing these positive feelings through sales promotion, direct marketing and public relations will increase customer loyalty. A good brand experience of the apparel goods has a significant effect on building consumer-brand relationship and increases brand loyalty, brand trust, satisfaction, and brand familiarity (Alegre, 2006). Brand preference is the consumer’s attitudinal loyalty toward brands. Also, a trusting customer is one with high level of brand preference converting to loyal customer. Brand experience may have a direct impact on brand preferences, and an indirect impact mediated by brand knowledge (Hoeffler and Ariely, 1999).

Knowledge of the customers provides important benefits in shaping, and perhaps changing the SME’s product portfolio and positively impacting on its growth (Deakins, Morrison and Galloway, 2002). Such knowledge can be used not only to develop new products and reposition or discontinue old apparel products, but also to facilitate a two-way communication process between the consumers and the business enterprise. The utilization of entrepreneurial skills in the development of SMEs recognizes that consumers differ not only in the price they will pay, but also in a wide range of benefits they expect from the product (or service), and its method of delivery (Doyle, 2007). An entrepreneur who uses his skills in offering products (apparels) that are adapted to the needs and want of target customers and that market them faster and more efficiently than their competitors are in a better position to create a sustainable competitive advantage. Competitive advantage is increasingly derived from knowledge and technological skills and experience in the creation of products with enhanced attributes (Alegre, 2006).

It has been argued that customers are sometimes not attracted by the SMEs product brand but purely by its low prices. Farquhar and Panther (2008) argue that customers attracted by low prices present a challenge to businesses that may want to retain them. It is in this situation that any tension between acquisition and retention is at its most acute and gives rise to critical questions about conventional measures of market share, growth and profitability and their viability in contemporary strategy development. On the other hand, to counter its low-price strategy, the SMEs react by increasing spending on advertising as part of strengthening their brand (Farquhar and Panther, 2008) which is the case among apparel businesses in Eastleigh.

According to Lattin and Bucklin (2009), the consumer is willing to pay a premium for brands that represent added value. Sometimes, customers may have a positive attitude toward a low-quality product because of its very low price. In contrast, they may view a product as being high-quality because it is expensive. Amid ever-increasing competition among boutiques in Eastleigh, many businesses are intensely courting customers by offering high quality products, efficiently distributing them and keeping prices low all while staying nimble enough to exploit new markets. On the other hand, Bloemer and Kasper (2005) states that as consumer brand loyalty increases, consumers become less sensitive to price changes. That is, consumers will prefer to pay more for their favorite brands because they seek some unique value in the brand that alternatives do not provide. When consumers see a brand as a quality product, entrepreneurs can use high price strategies and generates revenues to be reinvested for the apparel brand equity.

Entrepreneurs play an important role in the economic development (van Stel, Carree and Thurik, 2005) and the growth of SMEs. An entrepreneur is often synonymous with a founder, and the term entrepreneur is commonly applied to someone who creates value by offering a product or service (Deakins, Morrison and Galloway, 2002). According to Stam, Audretsch and Meijaard (2008) entrepreneurs are the drivers of structural change and job creation. They also argue that entrepreneurs are also the engine behind the formation and subsequent growth of new firms. Entrepreneurs are contributing significantly to the economic strength of the nation considering the direct output of goods and services as well as the role in supplying requisite inputs to other enterprises (Ndubisi and Kahraman 2005).

Entrepreneurs need to use their skills effectively in differentiating their products from competitors and offering appropriate prices which is vital to the continuous growth of their apparel SMEs. The growth of SMEs can be broken down into strategic and financial components. Strategic performance reflects a firm’s execution of its operational goals, which may include introducing new products and services that are unique in the market. Financial performance considers money-based outcomes, such as revenue growth, margins, and return on investments (Bracker and Pearson, 2006) as a result of implementing appropriate prices. In a practical sense, SMEs growth is about the entrepreneurs putting their skills into action which translates to a successful business performance.

The real challenge for the entrepreneur is to make the consumer aware about the apparel product attributes offered in a distinctive pattern so that the customer to correctly identify and choose the brand from a cluttered basket (Kotler and Keller, 2008). The brands strength is not confined to the degree of recognizability and the quality of the product offering. Brands deliver more than just a predictable assurance about quality. Strong global brands deliver to the strong emotional need (Blattberg and Neslin, 2009). An entrepreneur can also use creativity and innovation to drive distinctive brand ideas in the enterprise growth. Consumers experience the brand idea only through the strategic actions of the entrepreneur characteristics in the market place. Entrepreneurs should send market signals of their apparel products consistent with the idea that they stand for (Raghubir and Corfman, 2009). An innovative and creative marketing strategy can kill competition by constant communication and advertising on the product attributes and prices to create strong product attributes of apparel products in consumers’ mind. In this context, the study aims determine the effect of product attributes, price promotions and entrepreneurial skills on the growth of apparel SMES.

1.2 Statement of the Problem
There is little that has been done on the effect of product attributes, pricing and entrepreneurial characteristics on the growth of SMEs. The trends in SME apparel business seems to be in the maturity stage and growth is slow, fashion trend cycles are accelerating as nowadays the average successful clothing trends last only six to twelve weeks (North, Vos and Kotze, 2003). Like many other items, apparel products are composed of many physical characteristics, which are perceived differently by various consumers. When considering a product purchase, consumers tend to compare and contrast alternative products made up of different attribute combinations. The preference for apparel items may depend on the joint influence of price, product attributes and the entrepreneurial characteristics. According to Lang and Crown (2003), most empirical research surveys the methods of measuring the consumers’ attitudes towards products and their attributes. However, the possibility of measuring the interaction effects between product attributes, price promotions and entrepreneurial characteristics is usually overlooked.

One of the previous researches on consumer evaluation of apparel product attributes that exists was conducted by Jin, Park and Ryu (2010) who identified important product attributes that consumers employ while evaluating apparel products. But one wonders whether important product attributes translate to the growth of SMEs with a specific focus on Eastleigh. Product attributes such as price has been used in the evaluation of apparel products. Lennon (1984) revealed that price was important for consumers purchasing jeans. Again, the research asks whether the prices can translate to the growth of SMEs with a specific focus on Eastleigh. In addition, despite of the huge apparel market captured by SMEs in Eastleigh, the entrepreneur contributions to the growth of apparel SMEs has yet to be identified. This was because there were no studies with consistent findings to offer any directions on the effect of product attributes, price motions and entrepreneur characteristic in anticipating the growth of SMEs as the country’s economy progresses.

Since the challenge of most entrepreneurs is to influence the consumers to be aware of different product attributes offered in the market so that the customer correctly identifies and chooses the brand from a cluttered basket. The study aimed to investigate how various entrepreneurial characteristics such as innovation, creativity, risk taking propensity, self-confidence, enterprising personality and their drive to attain success can lead to the rapid economic development of their enterprises. Some entrepreneurs can use creativity and innovation to drive distinctive brand ideas in the enterprise growth. But the question as to how the entrepreneurs can use their distinctive entrepreneur characteristics to grow their apparel SMEs and compete in the market place by creating strong product attributes of apparel products in consumers’ mind remains unanswered. Therefore, by investigating the influence of products attributes, price promotions and entrepreneurial characteristics on SMEs growth was able to close the knowledge gap that exists.

1.3 General Objective
The main objective of this study was to determine the influence of product attributes, pricing and entrepreneurial characteristics on the growth of apparel Small and Medium Enterprises (SMEs) in Eastleigh-Nairobi, Kenya.

1. 4 Specific Objectives
This study was steered by the following study objectives:
To establish the influence of product attributes to the growth of apparel SMEs in Nairobi Kenya.
To determine how price promotions influences the growth of apparel SMEs in Nairobi Kenya.
To examine the influence of entrepreneurial characteristics to the growth of apparel SMEs in Nairobi Kenya.

1.5 Importance of the Study
The study findings can be of benefit to a number of stakeholders:

1.5.1 Entrepreneurs
This study can be essential to the entrepreneur managers in that it can assist in identifying and categorizing the important apparel product attributes that can help satisfy the customer’s needs and wants. The findings of this study can aid in predicting consumers’ future price and products as well as enable the entrepreneurs use their characteristics in designing effective marketing strategies for the Eastleigh market.

From a managerial perspective, it is important to present the interactive influence of pricing and competitive for three reasons. First, current pricing practices appear too reactive, perhaps driven by a need to match competition, by short-term business needs, or both. Second, pricing strategies are not tied to customer insights. Third, typical firms do not have the data, energy, or analytics to understand complex linkages with respect to pricing, customer reactions, cost, and competition. The study can help the SMEs gain a deeper understanding of the customer needs and facilitate the development of products that sufficiently address those needs through the provision of high quality products and services which are competitively priced.

1.5.2 Customers
The customers can benefit from a variety and reduced prices of apparel products. This can enable the customers enjoy high quality of apparel products at a reduced cost that can ultimately lower the cost of living. The customers are expected to enjoy a variety of apparel choice of products and qualities. As a result, the customer’s life can be much simpler as sourcing for apparels can become more efficient and would cost less. In addition, the customers can have an experience of enjoying appropriate apparel promotional strategies that would lead to repeat purchases, customer satisfaction and loyalty.

1.5.3 Researchers
This study can act a source of reference and information to other researchers to develop on the topic. In addition, the study will compel the attention of researchers and academics on the same area.

1.6 Scope of the Study
The scope of this study was limited to the managers of apparel SMEs operating in Eastleigh in Nairobi. The sample also comprised of SMEs owners involved in selling apparels. An extensive questionnaire was employed, and professional enumerators were used to ensure the best-quality data and minimize non-sampling error. The survey was carried out in approximately 3 week beginning 19th of May to June 10th, 2012.

1.7 Chapter Summary
This chapter gives an insight into the influence of product attributes, pricing and entrepreneurial characteristics on the growth of apparel SMEs in Eastleigh. The product attributes will influence the consumers towards the consumption of a particular apparel brand that can translate to SME’s growth. An attractive product attribute creates positive feelings for the preferred brand that are likely to be held in the memory of the consumers for a very long time. Reinforcing these positive feelings through sales promotion, direct marketing and public relations will increase customer loyalty.

Customers may have a positive attitude toward a low-quality product because of its very low price. In contrast, they may view a product as being high-quality because it is expensive. Amid ever-increasing competition among boutiques in Eastleigh, many businesses are intensely courting customers by offering high quality products, efficiently distributing them and keeping prices low all while staying nimble enough to exploit new markets. The real challenge for the entrepreneurs is to make the consumer aware about the apparel product attributes offered in a distinctive pattern so that the customer to correctly identify and choose the brand from a cluttered basket. The section also identifies the research objectives that are to establish the influence of product attribute, price promotions and entrepreneurial characteristics on the growth of SMEs.

Chapter two reviews literature on the influence of product attributes, pricing and entrepreneurial characteristics on the growth of apparel SMEs. Chapter three highlights the research methodology that was adopted in the study. Chapter four presents the results and findings of the study. Chapter five highlights the summary, discussion, conclusion and recommendations of the study.
CHAPTER TWO
2.0 LITERATURE REVIEW
2.1 Introduction
This chapter reviewed literature on the influence of product attributes, pricing and entrepreneurial characteristics on the growth of apparel SMEs. The first section of the study reviewed literature on the effect of product attribute on the growth of SMEs. The second section determined the effect of price promotions on the growth of SMEs and the third section examined the influence of entrepreneurial characteristics on the growth of SMEs. The section ends with a chapter summary.

2.2 Product Attribute and the Growth of SMEs
There are various product attributes that serve as criteria for consumers to assess and evaluate products. Product attribute has been recognized as an important factor in consumers’ purchasing decision. Jin, Park and Ryu (2010), have identified important attributes that consumers employ while evaluating apparel products. Attributes such as brand loyalty (image), quality of the product, perceived hedonic and utilitarian benefits have been used in the evaluation of apparel products. Brand loyalty improves business growth and sales volume since the same brand is purchased repeatedly (Gustafsson and Johnson, 2002). Also, entrepreneurs who aim to sell their apparels to the customers will need to develop an understanding of what the customers want and cater to their needs, enhance satisfaction and increase future sales by selling quality product (Arnold and Reynolds, 2003). Hedonic and utilitarian benefits have been used to explain consumer’s shopping motivation and a customer’s shopping value and both explains a consumer’s overall attitude toward a product or brand.

Wu and Delong (2006) revealed that consumers placed importance on comfort and fit while evaluating jeans, but colour and fit were found to be important jeans attributes in another study (Delong, LaBat, Nelson, Koh and Kim, 2002). Still, another study suggested that price and brand name were important for consumers purchasing jeans (Lennon, 2004) and likely lead to SMEs growth. According to DeLong et al. (2002) comfort is an important element among the customers and such qualities include the feel of the fabric, in terms of softness or stiffness, and issues related to physical comfort on the body. The fitting of the fabric is another stimulus that may influence the consumers to purchase (Dickson et al., 2004). DeLong et al. (2002) found that colour was an essential factor in the appearance of apparel and consumers wouldn’t any colour that they dislike. Brand suggests familiarity and the price is an important consideration for the average consumer in buying apparel products (Karagiannopoulos et al., 2005).

Attributes important to consumers may change over time (Roberts and Urban, 2008). The reasons for changes in customers’ preferences of product attributes were suggested to be changes in consumers’ consumption goals and perceptions of attribute performance (Mittal, Katrichis and Kumar, 2001). That is, attribute importance varies over time because specific attributes contribute differently to a consumer’s consumption goals, and these goals may change over time (Gardial, Clemons, Woodruff and Oliver, 2007). For example, the consumption goal of a consumer purchasing a car could be commuting to work; therefore, important attributes might be fuel consumption and mileage. However, over time the consumption goal could shift from commuting to the vehicle being a status symbol as the individual’s career develops and he or she earns a higher salary (Mittal, Katrichis and Kumar, 2001). At that point, the consumer might look for attributes such as brand name and luxurious features (Gardial, Clemons, Woodruff and Oliver, 2007). Brand loyalty is one of the important product attributes perceived by the consumers and is likely to contribute to SMEs growth.

2.2.1 Brand Loyalty
Brand loyalty is a consumer’s inclination to buy a particular brand in a product category. It is important to understand consumer brand loyalty because it improves business growth and sales volume since the same brand is purchased repeatedly (Gustafsson and Johnson, 2002). Further, as consumer brand loyalty increases, consumers become less sensitive to price changes (Parasuraman and Grewal, 2000). That is, consumers will prefer to pay more for their favorite brands because they seek some unique value in the brand that alternatives do not provide (Bloemer and Kasper, 2005). Brand trust has also received a great deal of attention in apparel product attributes.

Deutsch (2003) defined trust as “the confidence that one will find what is desired from another, rather than what is feared” (p. 148). Trust has been found to enhance loyalty. Hennig-Thurau, Gwinner, and Gremler (2002) found that loyalty to a firm will be greater when consumers have higher trust or confidence in the service provider. Brand trust is defined as “the willingness of the average consumer to rely on the ability of the brand to perform its stated function” (Chaudhuri and Holbrook, 2001, p. 82). Another definition of brand trust is the feeling of security held by the consumer in his/her interaction with the brand based on the perceptions that the brand is reliable and responsible for the interests and welfare of the consumer (Delgado-Ballester, 2004). In the brand context, brand affect trust is fundamental to the development of brand loyalty and apparel SMEs growth where the business sells to the same or new consumers in the market who have a good impression of the firm’s brand.

Affect refers to the mental state of the consumer (Nathanson, 2002). Mood and emotion are instances of this state. However, mood and emotion are different by the level of intensity and association with a stimulus object. That is, mood is relatively low in intensity and is usually unassociated with a stimulus object (Tomkins, 2002). Emotion, on the other hand, is higher in intensity and is usually associated with a stimulus object (Cohen and Areni, 2001). Tomkins (2002) identified nine basic forms of affects within the categories of positive, neutral, and negative affects. Positive affects include interest and enjoyment. Neutral affects include surprise, while negative affects include anger, fear, distress, shame, disgust, and dismal (Nathanson, 2002).

Hirschman and Holbrook (2002) have shown that affect can serve as a primary motivator of consumption behaviour and that it influences consumer decision making (Wilkie and Pessemier, 2003), brand choice (Wright, 2005), consumer satisfaction complaining behavior, and word-of-mouth activity (Westbrook, 2007). Both positive affect and negative affect are associated with post purchase judgments (Oliver, 2003). In particular, positive moods (an affect component) enhanced brand attitudes (Edell and Burke, 2007). Satisfaction, along with other attributes, impacted a person’s affective responses toward the product (Oliver, 2003). Hence, brand trust and affect can have a positive effect on customer perceived value of apparel which can translate to SMEs growth through the provision of an innovative product range through its marketing decisions.

Quintana (2006) explains that when it comes to the customers minds is their perceptions of the quality of goods and service one encounter that determines the value of the product. The final measure of quality of a product is simply how the customer perceives it. Perceptions are considered relative to expectations. Customers perceive products in terms of the quality that they receive and whether or not they are satisfied with their experiences (Parasuraman et al., 1988). The perceptions that customers’ forms of the product are vital to any business as the sales rely heavily on a positive perception (Perreault and McCarthy, 1999). Perception becomes an influential factor when comparing customers’ satisfaction with the product sold to them. In the context of this study, a possible example could be customers being sold a jeans trouser that is of high quality and texture thereby developing a positive perception of the product quality. However, when the quality of the product falls below the customers’ expectations, it creates dissatisfaction which affects the perceived value of the product (Parasuraman and Grewal, 2000).

Perceived product value is also related to satisfaction. According to Kotler et al. (2006), customer satisfaction is influenced by specific product or service features and perceptions of quality. Satisfaction is also influenced by customers’ emotional responses, their attributions, and their perceptions of equity. Heise (2004) suggest that customer satisfaction with a service or product is influenced significantly by the customers’ evaluation of product or service features. Attractive product features are expected to increase sales and when the products have negative features they negatively affect its utility and cost. That is, the probability of someone buying an attractive product will increase whereas the likelihood of someone buying unattractive product will decrease. Thus, in overall an attractive product feature will increase the product choice as compared to when the consumers perceive the product to have a negative feature (Simonson, Carmon and O’Curry, 2004). Therefore, the provision of an attractive product choice can contribute to the profit and growth of an apparel SME as compared if the value is inferior.

Hedonic and utilitarian dimensions have also been found to have an effect on brand trust and brand affect (Matzler, Bidmon and Grabner-Krauter, 2006) and likely to contribute to SMEs growth. As consumer’s hedonic and utilitarian shopping experiences increase, his/her loyalty toward the store increases. Also, hedonic benefits and superior utilitarian benefits of a product design will increase customer loyalty (Chitturi et al., 2008). The implications of utilitarian buying motives include convenience-seeking, variety seeking, searching for quality of merchandise and at a reasonable price rate. On the other hand, hedonic buying motives are related to emotional needs of individuals for enjoyable and interesting shopping experiences which could enhance brand loyalty which can be a strong determinant of an apparel SME growth.
According to Evans (2007), SMEs growth is measured by employment expansion rates which account for a significant share of jobs created and are key players in economic growth. SMEs growth is also achieved by winning new customers or broadening the product range or the services sold to the same or new customers which are two strategies that complement each other. SMEs growth may also be established through partnerships principally with the customers (Organisation for Economic Co-operation and Development, 2002).

In SMEs, growth objectives are time and again bound up with the owner-manager’s subjective goals (Jennings and Beaver, 2007), and so it is imperative that they upkeep each other. Much has been inscribed about the significance of the entrepreneur’s progression stimulus (Perren, 2000). The close link concerning an owner-manager as well as the firm is the principal asprct of small firms (Evans, 2007). As a substitute of profit intensification or growth, a firm’s principal objective may be the entrepreneur’s impartiality or self-realization (Foley and Green, 2009). Additionally, there may be no satisfactory resources for development, or the anticipated increase in occupational risks may edge a firm’s growth disposition. However, abhorrence to growth has been said to be the foremost cause why most SMEs deteriorate and wane (Clark et al., 2001).

In firm growth approaches, firms are seen as sequential singularities which are born, propagate, mature, drop and die. Firm growth is the basic element of the models of organizational life cycles (Scott and Bruce, 2007). Numerous models of organizational life cycles have been presented such as a three stage model (Smith et al., 2005), four stage models (Quinn and Cameron, 2003; Kazanjian, 2008), five stage models (Greiner, 2002; Galbraith, 2002; Churchill and Lewis, 2003; Scott and Bruce, 2007), and a seven stage model (Flamholtz, 2006). These multistage models use a different range of characteristics to explicate organizational growth as well as development. An organizational life cycle model is one presentation of the configurational approach in defining the stages of life cycles as well as the change from one platform to another (Mintzberg et al., 2008).

Common to these growth pattern models is the claim that changes in an organization follow a pattern characterized by discrete stages of development (Dodge et al., 2004). Typical of these patterns are the sequence of events that show how things change over time, a hierarchical progression that is not easily reversed, and a composite of a broad range of organizational activities and structures. Organizational life cycle models are important in understanding the differences in success factors of the firm between the stages of the life cycle.

Nevertheless, organizational life cycle models have been critiqued for their extreme universalization of genuineness: in some cases not entire stages of development are instituted, some stages of development may possibly take place several times, the stages of development may occur in an asymmetrical order, and there is a lack of empirical evidence to back the theories (Vinnell and Hamilton, 2009; Dodge et al., 2004). In addition, on the basis of the results of their study of high-growth firms, Willard et al. (2002) concluded that “the applicability of conventional wisdom regarding the leadership crisis in rapid growth entrepreneurial firms may no longer be valid, if, in fact, it ever was”.

Regardless of the critiques of organizational life cycle models, strategic management as well as entrepreneurship investigation has proved life cycle concept to be one of the most prevailing tools for understanding and forecasting project performance. According to Greiner (2008), for instance, a firm’s failure to acclimatize to a series of crises triggered by growth is one of the primary causes of firm fiasco. In this case, apparel SMEs growth can also be experienced through the espousal of pioneering product attributes, price promotion as well as entrepreneurial skills in asphyxiating business uncertainties.

2.2.2 Quality of the Product
Consumers use a variety of product attributes to evaluate the quality of a product. Entrepreneurs who aim to sell their apparels to the customers will need to develop an understanding of what the customers want and cater to their needs, enhance satisfaction and increase future sales by selling quality products (Wang and Heitmeyer, 2005). A number of studies have identified important attributes consumers utilize for their purchase decisions. For instance, in apparel products, the style, the latest fashion of the boutique, the shape and the brand can be critical elements in consumers’ perceptions of clothing and the use of these quality initiatives can drive the rate of apparel SME growth.

According to Wu and Delong (2006), the study identified that comfort and fit attributes of jeans as highly important in evaluating western-branded denim jeans. Other attributes, such as design, innovation, workmanship, brand image, service, and display, played an important role in Chinese consumers’ evaluations of U.S. brands (Delong, Bao, Wu, Chao and Li, 2004). Further, Eckman, Damhorst and Kadolph (2000) study revealed that consumers consider the aesthetic attributes, such as style, fabric, and fashionability, to be more important than the functional attributes when making apparel purchase decisions.

Dickson et al. (2004) highlighted that for Chinese consumers, price and quality are essential attributes that influence their likelihood of buying U.S.-brand apparel. For Taiwanese consumers, attributes such as label, color, reliability, fiber content, fashionability, attractiveness, brand name, and comfort were given more importance while evaluating U.S. made apparel (Wang and Heitmeyer, 2006). Label was one of the criteria of evaluating the quality of the product attributes.

2.2.2.1 Label
DeLong (2002) study on global products, global markets on jeans in Korea and the United States illustrated that how products selected for their basic similarities are distinguished in use by cultural context. Jeans, a product manufactured in both South Korea and the United States, were selected as the research stimuli. Subjects were regular wearers of jeans, 32 of whom were from the United States and 34 from Korea. All were females between the ages of 18 and 24, and students at one of two large metropolitan universities in their respective countries. Participants responded to four brands of jeans similar in appearance: two were U.S. brands (Levi’s and Gap) and two were Korean brands (GV2 and Bang Bang). The subjects’ perceptions of the products were explored for similarities and differences in criteria for wear and purchase of jeans. Country of manufacture mattered less than country of origin, appearance and other factors related to use in a cultural context. For both groups, colour, fit, tactile qualities and price also were important criteria in wearing and purchasing jeans.

According to DeLong et al. (2002) brand was important because it suggested familiarity. For both groups the primary concern with brand was prior knowledge and perception of fit. In both the U.S. and Korea, the symbolic properties of jeans, regardless of brand, were related to notions of who wore jeans in each country. However, responses indicated that the status of brand names is more important for Koreans than for U.S. consumers. When Koreans see select brand names, they assume both quality and prestige. The responses of U.S. subjects may be explained by Holbrook’s (1994) notion of the “interactive relativistic preference experience,” wherein the individual is at the center of the experience as jeans consumer. For Korean students family status is considered uppermost and the older generation is influential with the young. Thus, appearance is extremely important for young Koreans, and in particular, wearing recognized brand names. Another criterion for evaluating the product attributes was colour.

2.2.2.2 Colour
DeLong et al. (2002) found that colour was an essential factor in the appearance of jeans for both U.S. and Korean consumers. In focus groups many stated that they would not be interested in trying on jeans that were of a colour they disliked, a decision they made immediately upon seeing the jeans. The importance of colour was apparent to both groups of consumers, since they indicated that jeans can be worn with anything, provided they are the “right colour.” U.S. consumers went so far as to point out that they have jeans in various shades of blue for different occasions depending on the degree of formality/informality of the event dark blue being appropriate for more formal situations, and light blue for casual times. The preferred colour was light blue for everyday wear for subjects in both countries. Fashionability and design was another important factor in evaluating the jeans.

Liu and Choi (2009) found that fashion and clothing can show one’s personality and image by the insight of colour, styling, silhouette, etc. If a consumer can identify an individual on a specific image projection of a particular brand, he or she would create greater preferences towards this brand. Brand is used for consumers to express themselves, which is especially prominent in fashion. When a brand possesses a strong personality that is consistent with the consumer’s image, the consumer will have greater preferences towards the brand. Positive brand attitude has a direct impact on consumer involvement in branded clothing.

Aaker (2009) also finds that if a consumer can identify himself/herself on a specific image projection of a particular brand, he/she would generate greater preferences towards this brand. Brand is used for consumers to express themselves, which is especially prominent in fashion. Aaker (1999) proposes that when a brand possesses a strong personality that is consistent with the consumer’s image, the consumer will have greater preferences towards the brand. Thus, it is postulated that brand attitude including the colour has a significant impact on consumer involvement in fashion clothing which also can translate to apparel SME growth.

2.2.2.3 Fashionability and Design
According to DeLong et al. (2002), Korean and U.S. consumers responded differently about design and specific design indicators such as labels, signature markings or other details such as stitching design and placement. Koreans believed Korean jeans exhibited good design and they liked visible indicators of brand name on them. In contrast, U. S. respondents wanted little or no visible indicator of brand. Details such as colour of stitching and rivets appeared to be more important to U.S. participants.

On the other hand, Phau and Leng (2008) illustrated that researchers have defined status utilization as the driving force in enhancing social standing through evident consumption. Conspicuous consumption involves the public consumption of lavish and luxury products that signal wealth, status and consumption of status or symbolic products also assists in enhancing social recognition and self-concept. It is debatable that status consumers are more likely to buy luxury or branded clothing than non-status seeking consumers, as it satisfies their symbolic needs (Vieira, 2009).

Drawing from these arguments, it is proposed that, higher brand status flexibility is more prone to consumer involvement in fashionable clothing (Phau and Leng, 2008). Apparel SMEs should store apparel items that possess strong positive attitudes towards brands that show high level of fashion clothing to acquire new customers and retain the old ones through repeat purchases (DeLong et al., 2002). As a consequence, this leads to SMEs growth in sales. Reliability was considered to be another factor that influences jeans satisfaction.

2.2.2.4 Reliability
Reliability of the products based on past experiences was important for both groups. This reliability was expressed in several ways; knowledge that the jeans will fit, that they wear well, or that the cut and colour of the jeans go with most anything. Some Koreans mentioned that specialty brand names, Gap and GV2, typically meant better quality. The fitting of the jeans was used as another stimulus (Dickson et al., 2004).

DeLong et al. (2002) asked U.S. consumers if they would wear Korean brand jeans. The consumers were generally concerned with how Korean brand jeans would fit, and particularly that the inseam would be shorter and the proportions smaller than those of U.S. jeans. Likewise, Koreans felt the same way about Levi’s, a U.S. brand, in that they were not made to fit the Asian figure, and suggested that this affected the design of the jeans. This is most likely the reason for their low ranking in terms of Korean consumers’ intent to purchase jeans.

It is important to note that U.S. perceptions of Korean jeans as being ill-fitting is not based on prior experience or exposure to the brands, while in contrast, the Korean response to the U.S. national brand (Levi’s) could have been based on past experience with their fit. In both instances, groups were responding to actual U.S. and Korean brand jeans that were as similar in size and cut as possible (Wu and Delong, 2006). Thus, their responses in both cases were more likely based on past experience with fit than on the jeans used as stimuli. Comfort of the jeans was also considered to be important and likely to contribute to SMEs growth.

2.2.2.5 Physical Comfort
According to DeLong et al. (2002) comfort was an important to customers in Korea and the US. Comfort qualities include the feel of the fabric, in terms of softness or stiffness, and issues related to physical comfort on the body. Softness was a desired tactile quality for participants in both countries, and likely tied to colour. That is, light blue coloured denim indicates that the jeans have been through a bleaching or distressing process that usually softens the fabric.

In addition, U.S. consumers were more concerned with the quality of the denim fabric than Koreans, and ranked fabric quality in terms of durability and wear more highly than other criteria. Such qualities can be determined by handling the jeans in the store before purchase. Fraying at the hem and lack of weave density can indicate poor quality denim. Decisions having to do with quality of fabric are likely to be based on past experiences with the durability and wear of brands of jeans. Appearance was another important criterion for evaluating the jeans selection (Voss, Spangenberg and Grohmann, 2003).

DeLong, Koh, Nelson and Ingvoldstad (2008) explored the meaning of comfort when a product is developed in one country and adapted in another. Building upon a past study that was conducted by DeLong et al. (2002), it examined responses of Korean and U.S. students to images of jeans. Results indicated that jeans were worn for similar reasons in both countries; the reasons were comfort and versatility. However, symbolic meanings differed between the two cultures. In the U.S. jeans symbolize the culture as a whole indicating relaxed and informal attitudes that cut across all societal levels; in Korea, however, jeans symbolize youthfulness and a student lifestyle within the larger Korean society (DeLong, Koh, Nelson and Ingvoldstad, 2008). This study will examine responses to specific apparels manufactured and worn in different countries to verify the similarities and differences in relation to SMEs growth.

2.2.2.6 Appearance
According to DeLong et al. (2002), the cut of jeans was also an important criterion of appearance. In focus groups, Korean consumers indicated that U.S. national brand jeans were not made to fit Korean body proportions, tended to be longer in the waist and legs, and baggier in the thigh area than Korean jeans. U.S. responses indicated the importance of finding just the right proportion of length and width. Finding an inseam length to correspond with leg length was a concern for almost all of the U.S. consumers. Many mentioned choosing men’s jeans because of more specific size options. For both Korean and U.S. subjects, “good fitting” jeans should not be too baggy or too tight in the waist, hips, and thigh areas (Wu and Delong, 2006).

Beaudoin et al (2000) identified 12 attributes that correlated with attitudes when purchasing apparel, namely: good fit, durability, ease of care, favourable price, comfort, quality, colour, attractiveness, fashionableness, brand name, appropriateness for occasion, and choice of styles. Dickerson (in Beaudoin et al., 2000) investigated the relative importance that consumers attach to five garment attributes when making purchasing decisions, namely: price, care, country of origin, quality, and style.

Shim and Kotsiopulos (2003) researched the apparel shopping orientation of consumers on the basis of nine factor labels, namely: appearance/fashion conscious, brand conscious, convenience/time-conscious, shopping mall-oriented, local store-oriented, apathetic toward “Made in the USA”, catalogue-oriented, economy/price conscious, and credit-oriented. What is lacking throughout this research is any attempt to understand how multiple criteria, both intrinsic and extrinsic, are combined in the purchasing decision-making process (Eckman et al, 2000). In this study the combined influence of the following intrinsic and extrinsic attributes will be examined. The hedonic and utilitarian as dimensions of apparel product attributes are crucial in consumer purchasing decisions.

2.2.3 Perceived Hedonic and Utilitarian Benefits
Raghunathan and Mahajan (2007) view that a consumer’s perception of product benefits has two dimensions, hedonic and utilitarian, depending on the consumer’s product experience. In this regard, utilitarian benefit is defined as the benefit derived from fulfilling the customer’s basic, functional, performance, and practical needs or necessities in the product (Cherven, 2004; Kivetz and Simonson, 2002). In contrast, hedonic benefit is defined as the benefit derived from fulfilling the customer’s fun, excitement, and enjoyment related needs of the product experience (Dhar and Wertenbroch, 2000).

The hedonic dimension can be derived from a product’s uniqueness, symbolic meaning, or emotional arousal (Spangenberg, Voss and Crowley, 2007). This dimension is more subjective and personal than the utilitarian dimension (Babin, Darden and Griffin, 2004). In contrast, the utilitarian dimension is more objective and associated with the functional aspects of a product or service (Carpenter and Fairhurst, 2005).

The hedonic and utilitarian dimensions have been used in different ways to address different aspects of product and consumer related research. For example, studies have suggested that a product can be distinguished as either a hedonic product or a utilitarian product based on its relative hedonic or utilitarian nature (Mano and Oliver, 2003). Studies have explained that hedonic goods provide more experience, fun, pleasure, and excitement, whereas utilitarian goods are primarily functional and instrumental (Dhar and Wertenbroch, 2010).

Hedonic and utilitarian benefits have been used to explain consumer’s shopping motivation (Arnold and Reynolds, 2003) and a customer’s shopping value (Babin and Attaway, 2000; Jones, Reynolds and Arnold, 2006). Batra and Ahtola (1990) have also used hedonic and utilitarian dimensions to explain a consumer’s overall attitude toward a product or brand. Consumer attitudes toward a product or brand are inherently bi-dimensional (hedonic attitude and utilitarian attitude) because consumers purchase goods for two reasons, hedonic gratification and utilitarian purposes (Batra and Ahtola, 2009). However, consumer decisions and choices are likely to be based on a trade-off between these hedonic and utilitarian dimensions (Dhar and Wertenbroch, 2000).

Utilitarian buying motives include convenience-seeking, variety seeking, searching for quality of merchandise, and reasonable price rate, etc. On the other hand, hedonic buying motives are related to emotional needs of individuals for enjoyable and interesting shopping experiences (Bhatnagar and Ghosh, 2004). Hedonic consumption involves emotional arousal taking place while purchasing or consuming (Holbrook and Hirschman, 2002). In hedonic consumption, different types of emotional feelings, which are both physiological and psychological, play major roles. Hopkinson and Pujari (2009) have explained how hedonic consumption takes place in a high-involvement situation, where an individual is deeply involved in experiencing a consumption event. Since very little research has been conducted to explore the aspects of hedonic and utilitarian benefits in relation to apparel SME growth, this research aims to find out whether the growth of apparel SMEs will depend on the level of hedonism or utilitarianism across products.
In summary, product attributes serve as criteria for consumers to assess and evaluate products. Consumers will prefer to pay more for their favorite brands because they seek some unique value in the brand that alternatives do not provide. The final measure of quality of a product is simply how the customer perceives it and customer satisfaction is influenced by specific product or service features which likely to contribute to SMEs growth. Hedonic and utilitarian product attributes have been used to explain consumer’s shopping motivation. Although many studies have identified important product attributes that consumers examine when evaluating apparel products. This study aims to determine the significant difference between the retail SME managers and the importance attached to product attributes such as quality, label brand colour fashionability, design, reliability, physical, comfort, appearance, perceived hedonic and utilitarian benefits when selling apparel products to potential consumers. Price promotion is another key aspect for apparel SME growth.

2.3 Price Promotions and SMEs Growth
Price promotions involve being the overall low cost provider of a product or service that appeal to a wide range of customers (Lee and Lee 2005). Price promotion is a powerful competitive approach in markets where many buyers are price sensitive. The aim of price promotion is to open up a sustainable cost advantage over competitors and then use the firm’s lowest cost edge as a basis for either under pricing competitors and gaining market share at their expense or earning a higher profit margin by selling at the going market price (Ehrenberg et al., 2004). The cost advantage generates superior profitability (Rao and Monroe, 2008) and is likely to contribute to SMEs growth and development.

Over the years, the SMEs that have had the goal of maximizing sales have actively taken part in price promotion activities (Bearden and Shimp, 2002). Increasing price promotion activities in the private sector have driven interest in the method and effects of price promotion and became the subject of many researches (McDaniel and Baker, 2007). Overall, the majority of the researchers agree that price promotion is very effective in increasing sales in the short term. However, there is much dispute between the researchers in the effect of such short-term benefits on sales over long-term (Kotler and Keller, 2008) and long term growth in apparel SMEs.

Further, Porter (2005) argues that offering the lowest price in a firm provides some attractive defenses against five competing forces such as meeting the challenges of rival competitors’. It is a defense against the power of buyers, it counters the bargaining leverage of suppliers, it makes it harder for new rivals to win customers and the low price is a defense against substitute products. In addition, a firm can gain sustainable competitive advantage when the price competition among rival sellers is vigorous and when the industry products are standardized as there are a few ways to achieve product differentiation (Peterson, 2007). The next section looks at how price promotions impacts in apparel SMEs sales and eventual growth.

2.3.1 Price Promotions and SMEs Sales
Price promotion is the only marketing element where managers expect customers to part with their money (McDaniel and Baker, 2007). Price discounts are popular because they stimulate immediate purchase of the promoted product, resulting in a sharp sales increase (Rao and Monroe, 2008). Their effects are observable and measurable, and, because they often increase store traffic, they may support SMEs relationships with customers, ensuring that a brand is well stocked and has adequate shelf space. A price discount provides a brand with a feature that enhances its salience and encourages consumers to consider that brand over others in their brand range (Ehrenberg et al., 2004).

However, Ehrenberg et al. (2004) have shown that price promotions are unlikely to attract new buyers or result in any long term after-effects, since most consumers purchasing a discounted brand are existing buyers who already have the brand in their purchase repertoire. Nevertheless, price discounting remains a popular form of in-store promotion among apparel retailers. Thus the most effective way of implementing a price discount, including the way in which it is presented, or “framed”, has important managerial implications for most managers which can translate to the growth of their apparel SMEs in Eastleigh.

Competitive forces may also play a key role in determining prices at various business outlets. The pricing strategies at any one of these stores are likely to impact demand at another store. Price promotion is very effective in increasing sales (Rao and Monroe, 2008). However, Kotler and Keller (2008) warn that sales promotion have short-term benefits over the long -term effects. Price promotion in apparel SMEs typically reduces the price for a given quantity or increases the quantity available at the same price, thereby enhancing va1uε and creating an economic incentive to purchase. However, the problem arises when consumers associate the price promotion of the brand with inferior textile qua1ity. This will surely reduce the favorable effects the promoters hoped to achieve through the price promotion (Rao and Monroe, 2008). This perception is used to communicate with customers with respect to the product offerings which in a way can lead to apparel SME growth through the purchase or sales of the product or service.
Price promotion is not used to target existing consumers and also to encourage product or service trial among nonusers of products or services (Bearden and Shimp, 2002). Thus, it is important for entrepreneurs to understand how price promotional information about a brand has impact on consumer’s unfavourable qua1ity perception of the brand. Price promotions that target consumers’ with no prior experience in using the product can be divided into price promotion for a launching brand and price promotion for an existing brand that consumers do not have prior experience with (Peterson, 2007). However, if consumers associate a price promotion itself with inferior brand quality, the promotion may not achieve the sales increase the economic incentives otherwise might have produced. In addition, if the price promotion ends, the consumer that has purchased that certain brand will likely display decreased repurchasing behaviour (Scott and Yalch, 2000). As a result, this may affect the sales and the eventual growth of apparel SMEs.

Many researchers have verified that intrinsic cues related to the product (taste, ingredients, smell etc.) have a great ínfluence on quality perception (Peterson, 2007; McDaniel and Baker, 2007). On the other hand Bearden and Shimp (2002) stated that consumers rely on extrinsic cues such as price, qua1ity assurance or information on the product or reputation of distribution or SME be assured of product performance and reduce perceived risk when they lack the ability to evaluate the quality of the product or when the criteria of product evaluation is unclear. Therefore, when the consumer cannot use intrinsic information to evaluate the unused product, they will likely rely on using extrinsic cues such as price (McDaniel and Baker, 2007). The next section looks at how price promotions may change the customers’ expectations concerning the quality of apparels and the impact on SMEs growth.

2.3.2 Price Promotion and Quality Evaluation of Products
The consumer’s reliance on the use of price as the measure of quality evaluation depends on the alternative information that is diagnosable. Rao and Monroe (2008) explained that consumers are more likely to use intrinsic cues to evaluate quality if the product is familiar. Rao and Monroe (2008) also that as availability of mobile information increases, the ínf1uence of price on the perceived quality decreases. Scott and Yalch (2000) observed an unfavourable effect of price promotion on quality evaluation by consumers that purchased a promoted product. As the matter of fact, the relatively low price compared to those of the competitors’ can be the indicator of inferior quality. This is more so for products with price as their main basis of quality evaluation.

While in an economic perspective the demand decreases when the price is high, the quality is perceived to be high and the desire to purchase increases (Bearden and Shimp, 2002). In other words, price promotion leads to decrease in price, and since low price is associated with low quality, it can be inferred that consumers will have a low perceived quality when provided with a low-price product and there is no other information available to evaluate quality. Some scholars explored the ínf1uence of framing the effect of the gain and loss explained by prospect theory and mental accounting on the consumer response towards price promotion (Lee and Lee 2005).

Lee (2000)’s research verified that consumers with high materialistic tendencies tend to give favourable evaluations on a high priced product and unfavourable evaluations on a low priced product relative to consumers with low materialistic tendencies. There has also been research in the role of external reference price provided by the manufacturer or retailer during a price promotion (Scott and Yalch, 2000). Therefore when a brand that has never done a price promotion before undertakes one, the brand will most likely suffer damage in the quality evaluation rather than increase in market share and long term SMEs growth. For instance, consumers with high brand loyalty are willing to pay a premium price for their favoured brand, so, their purchase intention is not easily affected by price. Hence, any changes in prices may lead to conflict in the perceived value and quality of the apparel product with alternative brands.

2.3.3 Price Promotion and Market Share
Price was an important consideration in evaluating the jeans and likely to contribute to SMEs growth. DeLong et al. (2002) indicated that consumers in both countries indicated that their interest was limited to jeans they could afford to purchase. Some U.S. subjects stated in the focus groups that they would not try on a new brand of jeans that was too expensive, out of concern that the jeans would fit beautifully and they would feel compelled to purchase them. This may be why U.S. subjects ranked price of product as an important criterion, far more important than indicated in the Korean ranking. However, the most preferred jeans brand for U.S. participants was Gap, also the most expensive U.S. brand of the four pairs.

An SME that strives to be a low cost provider of a product or service attracts a wide range of customers. It is a powerful competitive approach in markets where many buyers are price sensitive (Wang and Heitmeyer, 2005). The aim is to open up a sustainable cost advantage over competitors and then use the company’s lowest cost edge as a basis for either under pricing competitors and gaining market share at their expense or earning a higher profit margin by selling at the going market price (Thompson and Strickland, 2006). The cost advantage generates superior profitability, being the low cost provider in an industry provides some attractive defenses against five competing forces: meeting the challenges of rival competitor’s, it is a defense against the power of buyers, it counters the bargaining leverage of suppliers, it makes it harder for new rivals to win customers and low price is a defense against substitute products (Motta, 2006).

In meeting the challenges of rival competitor’s, SMEs usually find themselves engaging in different strategies in order to be more competitive such as engaging in price competition that leads to transferring the benefit to the consumers at the expense of the firms operating in the industry (Porter, 2008). The bargaining power of the buyer can also force down an SME’s growth and profitability by exerting pressure on textile suppliers, thus forcing them to improve on their product or service quality or by negotiating prices downwards. But the SMEs lowest cost edge can be a defence against the power of buyers. On the other hand, supplier power is the mirror image of buyer power where, when analyzing supplier power in an industry (Karagiannopoulos et al., 2005).

When apparel SMEs are able to charge customers different prices for differences in value created in textile products, they will be able to counter the bargaining leverage of the suppliers and lead to SME’s growth. According to Motta (2006), a firm that strives to be a low cost provider of a product attracts a wide range of customers. The aim is to open up a sustainable cost advantage over competitors and then use the firm’s lowest cost edge as a basis for either under pricing competitors and gaining market share as well as the growth of SMEs. Minniti (2009) also states that substitute products are a threat to the growth of a firm. This is because substitute products bring about intense competition, the more intense the competition within the inter- industry and the higher the growth rate. In response to this, the issue of pricing is critical in differentiating the products within the textile industry for the growth of apparel SMEs.

Low Cost provider strategy works best under the following circumstances: when price competition among rival sellers is vigorous, the industry products are standardized, there are a few ways to achieve product differentiation, most buyers utilize the products in the same way, buyer incur low switching costs and where buyers are large and have significant power to bargain down prices (Thompson and Strickland, 2006). However, on the other hand, there are several risks associated with a low-cost provider strategy and it includes: technological breakthrough that can open up cost reductions for rival firms that can nullify a low cost leader’s past investments, the rival firms may find it easy and inexpensive to imitate the leader’s low cost methods (Toufic, 2010). Imitations of the cost reductions technique may affect the growth and the success of apparel SMEs.

Also, a company striving to achieve cost advantage can fail to react to the changing market needs. In addition, heavy investments in cost reduction can lock a firm into both present strategies, leaving it vulnerable to new technologies and to growing interest in something other than a cheap price (Porter, 2005). A lost cost zealot risks getting left behind as buyers opt for enhanced quality, innovative performance features, faster service and other differentiating features (Porter, 2005). The following are some of the recommendations that can be applied to overcome the risk in a low cost provider strategy: To avoid risks and pitfalls of a low cost leadership strategy, SME managers must understand that the strategic target is low cost relative to competitors. Also, in pursuing low cost leadership, managers must take care not to strip away features and buyers consider essential (Motta, 2006) for the growth of their enterprises. The next section discusses the entrepreneur understanding of customer prices in apparel SME growth.

2.3.4 Understanding of Consumers Prices for SMEs Growth
It is important for an entrepreneur to understand how consumers encode prices of products. Nonmonetary costs include time and effort that has to be acknowledged in the purchasing of the product (Lee and Lee 2005). This is because many consumers today, consider time an important commodity. Anything that can be built into products to reduce time, effort and search costs can reduce perceived sacrifice and thereby increase perception of value (Delong, Bao, Wu, Chao and Li, 2004). Therefore, reducing monetary and nonmonetary costs, decreasing perceptions of sacrifice, adding intangible product attributes, evoking perceptions, and using extrinsic cues to signal value are all possible strategies that entrepreneurs can use to affect value perceptions (Wang and Heitmeyer, 2005). The selection of a strategy for particular product or market segment depends on its customers’ definition of value. Strategies based on customer value standards and perceptions will channel resources more effectively and will meet customer expectations better than those based on the firm’s standards (Saegert, Hoover and Hilger, 2005).

In summary, price promotions are probably the most important consideration for the average consumer in buying apparel products. Consumers have a strong belief in the price and value of their favorite brands so much so that they would compare and evaluate prices with alternative apparel brands. Consumers’ satisfaction can also be built by comparing price with perceived costs and values. If the perceived values of the product are greater than cost, it is observed that consumers will purchase that product. Price has increasingly become a focal point in consumers’ judgments of offer value as well as their overall assessment of the apparel retailer. Price in the form of promotions communicates to the market the company’s intended value positioning of its product or brand. The question that remains to be answered is whether price promotion has an effect on sales and consequently the growth of apparel SME’s. Hence, this study will help demonstrate how retail entrepreneurs understand how consumers encode promotion of apparel products as well as how they utilize their entrepreneurial characteristics for the growth of apparel SMEs.

2.4 Entrepreneurial Characteristics and the Growth of SMEs
According to Cromie (2010), entrepreneurial characteristics refer to the essential traits those entrepreneurs’ posses that make them successful and grow their business. Entrepreneurs are considered to have numerous traits that distinguish them from others. Fortunately, there are some important studies that have reviewed the relevant literature and depicted the essential qualities of entrepreneurs. For example Koh (1996) cited by Cromie (2010) argues that entrepreneurs have a high need for achievement, an internal locus of control, a moderate orientation towards risk taking, a high tolerance for ambiguity, creativity, need for autonomy, self confidence and innovativeness that likely contribute to SMEs growth.

2.4.1 High Need for Achievement:
This refers to a person’s need to strive hard to attain success as a way of life rather than a simple drive (McClelland, 1961). High achievers set demanding targets for themselves and are proactive and bold in setting about accomplishing objectives. Xu and Ruef (2004) citation of McClelland, Atkinson, Clark and Lovell (1953) also suggest that people with a strong drive to achieve tend to take immediate responsibility for tasks, display initiative, are inclined to plan and control events, and want concrete feedback about their level of performance. High achievers spend time thinking about doing things better for their success and growth of their business. Norton and Moore (2002) citing Begley and Boyd (1986) found that entrepreneurs have a higher drive to achieve than the population at large, whereas Hull, et al. (1980) cited by Cromie (2010) found little association between need for achievement and the propensity to start and grow a business.

McClelland (1961) felt that achievement-oriented individuals contributed to the rapid growth of their enterprise. McClelland (1961) further argue that an orientation towards achievement should be deliberately cultivated through socialization, that is, individuals should learn entrepreneurial behaviour. McClelland (1961) described entrepreneurs as leaders who were proactive and committed to others, were self-assured, enjoyed taking personal responsibility for her decisions, preferred moderate risks, enjoyed feedback on her performance, and disliked routine and repetitive tasks. McClelland (1961) belief is that the crucial characteristic of successful entrepreneurs is a need for achievement rather than a desire for monetary gain (Schiller and Crewson, 1997 as cited by Xu and Ruef, 2004). Another important entrepreneurial dimension is locus of control.

2.4.2 Locus of Control
Internal locus of control refer to the individual’s innate belief that the destiny or performance is determined by their own actions rather than by external factors (van Praag and Ophem, 1995). Those with a high internal score perceive that they are in control of their world and that luck and fate may not really determine the growth of the enterprise. They control their environment by the action they take. It is believed that entrepreneurs have an internal locus of control and, when it is recalled that entrepreneurs display initiative in proactively seeking out innovative business opportunities and marshalling requisite resources, people who do not feel that they can exercise control in accomplishing these tasks are unlikely to grow their businesses (Chen, Greene and Crick, 1998 as cited by Ciavaralla, 2004). However, it is suggested that high achievers will also exhibit these behaviours and there is conflicting evidence hence this study aims to determine whether the locus of control or need for achievement is fundamental for apparel SMEs growth.

Paulhus (1983) as cited by Ciavaralla (2004) argued that people feel in control when they possess the attributes, knowledge, and skill to complete a particular task and that there are many political, social, organizational, and interpersonal forces that assist or constrain the acquisition of skill. Individuals may feel in control of other people but feel powerless over economic and social forces. Perceptions of control will also be influenced by experience. Chell et al. (1991) pointed out that feelings of control will depend on the specific task being considered and by recent experience. If success has been experienced then people may feel in control; if failure has been common they might not. Chen et al. (2008) feels that entrepreneurship is a generic task and their measure of entrepreneurial self-efficacy and business growth relates to the general activities such as innovation, marketing, and management. This research aims to examine whether the characteristic of the entrepreneurs may translate to managerial realities and lead to the growth of the apparel SME. Another important entrepreneurial dimension is risk taking propensity.

2.4.3 Risk Taking
Risk taking refers to an individual’s attitude towards uncertainty (Norton and Moore, 2002). Enterprising people and entrepreneurs seek and realize productive opportunities and consequently SME’s growth in an uncertain environment. Evidence suggests that individuals have different cognitive styles with respect to taking risks and common sense would suggest that entrepreneurs must not be averse to taking risks. Some entrepreneurs cannot avoid risk and some “are willing to accept risk for what they believe in” (Liles, 1974, p. 14 cited by Norton and Moore, 2002), but it is argued that they assess and calculate risks carefully and are more likely to be moderate than high risk takers. They tend not to be gamblers but are willing to take a calculated risk. They are good at getting others such as partners, creditors, and customers to share their risks; indeed, Miner (1990) argues that a key entrepreneurial task is that of avoiding risks.

In spite of the lack of agreement on the nature of entrepreneurial risk taking, there is some evidence that entrepreneurs have a greater propensity to take risks than other groups. For example, Caird (1991) and Cromie and O’Donoghue (1992) as cited by Ciavaralla (2004) report that entrepreneurs are more likely to take calculated risks than managers, teachers, and civil servants, and Chen et al. find that risk taking is a key determinant entrepreneurial self-efficacy. In addition Xu and Ruef (2004) reported that Hull et al. (1982) study found support for the notion that entrepreneurs have a propensity to take risks and grow their enterprise, whereas Brockhaus (1980) can find no significant difference between the risk-taking propensity of new entrepreneurs, managers, or the population at large.

There is also evidence that the willingness to take risks varies depending on a firm’s stage of growth and development. As firms mature their managerial arrangements become more formal (Mintzberg, 1979) and they seek to “perpetuate the fruits of their learning by formalising them” (Starbuck, 1965, p. 480). Therefore, studies of the risk taking propensity of entrepreneurs must take many factors into consideration. Another important entrepreneurial dimension is tolerance of ambiguity.

2.4.4 Tolerance of Ambiguity
Risk and uncertainty are part of the entrepreneurial world with the result that decisions will frequently be made with incomplete information. This lack of clarity creates ambiguity and Koh (2006) cites Mitton (1989), Schere (1982), and Sexton and Bowman (1985) in suggesting that entrepreneurs must have considerable tolerance for ambiguity. His research confirms that this attribute is one of the essential features differentiating entrepreneurs from non entrepreneurs which can influence growth in apparel SMEs including the entrepreneur’s creativity.

2.4.6 Creativity
This is where enterprising individuals develop new ideas, spot market opportunities, or combine existing ideas and resources in different ways to create additional value (Biemans, 1992). Experimentation, trial and error, lateral thinking, and creativity are required, and the entrepreneurial literature suggests that entrepreneurs have more creativity than others (Kuratko and Hodgetts, 1995). Creativity is a process encompassing stages such as the accumulation of knowledge, reflection, developing, and evaluating an idea, and creative people tend to exhibit certain characteristics. They tend to think in non-conventional ways, challenge existing assumptions, and they are flexible and adaptable in their problem solving (Solomon and Winslow, 1988 cited by Batjargal, 2007). Therefore, the ability to develop new ideas, spot market opportunities, or combine existing ideas and resources in different ways may create additional value in apparel SME growth. Another entrepreneurial attribute is need for autonomy which may determine the growth of apparel SMEs.

2.4.7 Need for Autonomy
This is where entrepreneurs want to be in control and feel independent (Cromie and O’Donoghue, 1992). But many entrepreneurs find it hard to function within a restrictive environment. Such an environment stifles creativity and rarely provides the intrinsic rewards which are so important to achievers. Entrepreneurs often prefer to avoid the restrictions imposed by rules, procedures, and social norms and some regard them as deviant individuals. In support of a strong need for autonomy among entrepreneurs, Cromie (1987) reports that this was the principal motive for business founding in his study, and Kuratko and Hodgetts (1995) include independence as a key attribute. Whilst arguing that people with a strong need for autonomy may be as likely to have problems relating to others as having a strong independent streak, supported by Cromie and O’Donoghue (1992 as cited by Schwartz and Malach-Pines, 2007), shows that entrepreneurs have a stronger need for autonomy than many other occupational groups. In this relation, this study aims to determine whether the need for autonomy may create or stifle the growth of an apparel SME an important element among high achievers. Another attribute for entrepreneurship is self-confidence which is essential on the growth of apparel SMEs.

2.4.8 Self Confidence
This is where enterprising persons and entrepreneurs seek out and complete demanding tasks and it is unlikely that they could do this successfully if they have low self-esteem. Interestingly, self-confidence is associated with an internal locus of control, whereas Ho and Koh (1992) believe that it is linked to a tolerance for ambiguity and creativity. However, although self confidence may be linked to other entrepreneurial attributes and success in accomplishing difficult projects will engender self-confidence, Koh (1996) considers that it is a prerequisite for successful entrepreneurship. However, his research fails to confirm that the entrepreneurially inclined are more self confident than others. Perhaps self-confidence is an outcome rather than a determinant of entrepreneurship. The final entrepreneur attribute is innovation which can drive the growth of apparel SMEs.

2.4.9 Innovation
Innovative individuals are viewed as having a stock of experience, skills, knowledge accumulated over time (Batjargal, 2007). Entrepreneurs’ innovativeness and characteristics play a key role in the adoption of innovations in Small and Medium sized Enterprises (SMEs). Innovation is considered as the driving for the long-term surviving of any organisations and an important aspect of SMEs development. The economic importance of innovation has increased with the spread of the knowledge-based economy, globalisation and the pressure of international competition (Feldman and Desrochers 2003).
Among the many drivers of innovation, researchers have paid a growing attention to the internal factors leading to innovative behaviours by individuals. Innovative individuals are viewed as having a stock of experience, skills, knowledge accumulated over time (Batjargal, 2007). These factors have been associated with the establishment, success and the growth of SMEs. Entrepreneurs as innovators are catalysts of change who continuously do things that have not been done before and who do not fit established patterns (Schwartz and Malach-Pines, 2007). The focus on entrepreneurs is particularly justified when investigating innovation in the context of Small- and Medium-sized Enterprises (SMEs) growth, where the role of entrepreneurs in fostering innovation is especially important, since the innovation-related research has consistently shown that entrepreneurs are the main locus and driver of SMEs innovation and growth.
In summary, entrepreneurs are considered to have numerous traits that distinguish them from others. Entrepreneurs have a higher drive to achieve than the population at large high internal score perceive that they are in control of their world and that luck and fate do not really determine what happens to them . Some entrepreneurs cannot avoid risk and some are willing to accept risk for what they believe in. Risk and uncertainty are part of the entrepreneurial world and enterprising individuals develop new ideas, spot market opportunities, or combine existing ideas and resources in different ways to create additional value. Entrepreneurs want to be in control and feel independent successfully if they have high self-esteem. Most of the studies on entrepreneurial characteristics have not indicated its associations to SMEs growth except entrepreneurs’ innovativeness which plays a key role on the growth of Small and Medium sized Enterprises growth.

2.5 Chapter Summary
This section reviewed literature on the influence of product attributes, pricing and entrepreneurial skills on the growth of apparel SMEs. The first section of the literature review explored on the influence of product attribute on the growth of SMEs. The second section highlighted the influence of price promotions on the growth of SMEs and the third section examined literature on the influence of entrepreneurial characteristics on the growth of SMEs. The next chapter deals with the research methodology.
CHAPTER THREE
3.0 RESERCH METHODOLOGY
3.1 Introduction
This chapter highlights the different methods as well as procedures the researcher adopted in steering the study in order to answer the investigation questions raised in the first chapter. The chapter was organized in the following structure: research design, population and sample, data collection methods, sampling design and sample size, research procedures, data analysis methods and lastly the chapter summary.

3.2 Research Design
The study espoused a descriptive research design. This was because the researcher determined the impact of the variables in relation to each other so as to present the bigger picture of the variables in a particular situation as recommended by Churchill and Iacobucci (2002). The phenomenon studied, product attributes, pricing and entrepreneurial characteristics was new in the field of Kenyan academic research and thereby the study aimed at increasing the understanding the influence of product attributes, pricing and entrepreneurial characteristics on the growth of apparel SMEs. The descriptive research design enabled the researcher to reduce biases associated with qualitative research. This design was appropriate because it gave conclusive results among the research variables. In addition, descriptive research is often used as a pre-cursor to quantitative research designs, the general overview giving some valuable pointers as to what variables are worth testing quantitatively (Cooper and Schilndler, 2006). For this study, the variables that were tested were the influence of product attributes, price promotions and entrepreneurial characteristics on SMEs’ growth. The appropriateness of the research design was based on the what, where, when, why and how product attributes, price promotions and characteristics of the entrepreneurs either enhanced or inhibited SME growth and specifically the apparel ones.

3.3 Population and Sampling Design
3.3.1 Population
Cooper and Schilndler (2006) define population as the total collection of elements about which a researcher wishes to make some inferences. The population of interest consisted of all members of the Eastleigh business community operating in 24 shopping malls that house 3501 business premises (The Eastleigh Business Community, 2010). The 3,501 premises in the malls comprise of ready-made clothes, textiles and boutiques. The target population respondents were the entrepreneurs or owners of the business with varying lengths of business experience. The elements of the population chosen had an experience on the influence of product attributes, price promotions and entrepreneurial characteristics on SMEs growth.
Table 3.1: Total Population Distribution
3.3.2 Sampling Design
Sampling is a means of selecting some part of the group to represent the entire group or the population of interest (Yin, 2003). It reduces the length of time needed to complete the study, it cuts costs, it’s manageable, and is almost a mirror of the sample population. According to Sharp and Howard (2006), using sampling enables a higher overall accuracy than a census. In addition collecting data from fewer cases means that you can collect information that is more detailed.

3.3.2.1 Sampling Frame
A sampling frame is a complete list in which each unit of analysis in a research study is mentioned only once (Welman and Krugler, 2001). The research was conducted among SMEs entrepreneurs and their details were obtained from the Eastleigh Business Community database in Nairobi County Council.

3.3.2.2 Sampling Technique
Stratified and simple random sampling techniques were used in this study. With stratified sampling, the population was divided into groups, based on some characteristic. Then, within each group, a probability sample (often a simple random sample) was selected. In stratified sampling, the groups are called strata (Cooper and Schilndler, 2006).  For this case, the shops were stratified into 24 strata (Malls) based on their physical location. On the other hand, Beri (2007) describes simple random sampling is a type of probability sampling where each sampling location is equally likely to be selected, and the selection of one location does not influence which is selected next. In statistical terms, the sampling locations are independent and identically distributed.

Then the names of the 24 shops were written down in each specific mall on a separate piece of paper, put in a container and thoroughly mixed. Then, a blind-folded researcher selected 10 shops from each of the 24 listed malls. Having selected the shops systematically (10 times) from each mall category, they were included in the sample. This technique ensured that the selection of shops under each category is equal and unbiased. This procedure ensures the choice of representative respondents with the indispensable information to address the detailed research questions of the study in that way enhancing the reliability and consistency of the findings of this study (Yates, Daniel, Moore and Starnes, 2008).

3.3.2.3 Sample Size
The sample size is a smaller set of the larger population (Cooper and Schindler, 2006). Determining sample size is a very important issue for collecting an accurate result within a quantitative survey design. Mugenda and Mugenda (2003) argue that the sample must be carefully selected to be representative of the population and that there is need for the researcher to ensure that the subdivisions entailed in the analysis are accurately catered for. According to Hussey and Hussey (1997) no survey can ever be deemed to be free from error or provide 100% surety and error limits of less than 5% and confidence levels of higher than 95% can be regarded as acceptable. Bearing this in mind, at a confidence level of 95%, the margin of error would be 0.5%. Therefore, a sample size of 359 respondents was statistically justified using Yamane’s formula. The sample size was adequate in answering the research objectives.

Table 3.2: Sample Population Distribution

3.4 Data Collection Methods
A survey data collection method was employed to collect primary data. A survey is defined by Balnaves and Caputi (2001) as a ‘method of collecting data from people about who they are, how they think (motivations and beliefs) and what they do (behaviour)’. The subjects in the sample in the survey were questioned by means of a standardized procedure for the answers to be compared and analyzed statistically (Corbetta, 2003). Questionnaires were the most effective way of data collection tool. Standardised questionnaires helped to investigate a widely distributed population. The advantage of this approach was that the researcher collected data from a controlled number of variables or unlimited number of variables.
The questionnaires were divided into four sections: the first section gathered the respondent’s personal information. The second section established the influence of product attributes on the growth of SMEs; the third section determined the influence of price promotions on the growth of SMEs while the fourth section examined the influence of entrepreneurial characteristics on the growth of SMEs. The respondents were expected to provide answers to the open and close ended questions. A five-point Likert-type scale items and rankings was used ranging from strongly agree to strongly disagree to reflect the appropriate levels of measurement necessary for statistical analysis.
To obtain the minimum population sample for this study, the researcher adopted Yamane’s formula (cited in Israel, 1992) for determining the sample size which was as follows:
n = N
1 + N(e)2
Where n is the sample size, N is the population size and e is the margin of error.
n = 3,501
1 + 3,501 (0.05)2
n = 359

Therefore a sample size of 359 was selected from a total population of 3,501 entrepreneurs in Eastleigh. The selection of the sample was sufficient and representative enough of the entire population limiting the influence of outliers or extreme observations. The sample size was sufficiently large enough to produce results among variables that are significantly different and it broadens the range of possible data and forms a better picture for analysis. The sample population distribution is indicated in Table 3.2.

3.5 Research Procedures
A pilot questionnaire was prepared and administered to 5 respondents to ensure the objectivity and clarity of the items. Any suggestions for improvement encountered during this process were incorporated in the final questionnaire. The final questionnaires were distributed to the respondents physically. This enhanced the speed of data collection. To improve the response rate, there was a cover letter explaining the reasons for the research, why the research was important, why the subjects were selected and a guarantee of the respondents’ confidentiality was provided. The questionnaire had clear instructions and an attractive layout. Each completed questionnaire was treated as a unique case and a sequential number given to each. The researcher administered the questionnaires with the help of research assistants who were selected on the basis of their experience and knowledge of entrepreneurship issues. The research assistants were also trained on how to administer questionnaires to the respondents to fill the questionnaire themselves and helped others record their responses. This enhanced the speed of data collection and recording appropriate responses from the research field. The data were processed for a period of two weeks.

3.6 Data Analysis Methods
The collected data was coded and entered into the Statistical Package for Social Sciences (SPSS) program according to each variable of the study for analysis. This study used descriptive statistics. According to Mugenda and Mugenda (1999), descriptive analysis involves a process of transforming a mass of raw data into tables, charts, with frequency distributions and percentages, which are a vital part of making sense of the data. In this study, the descriptive statistics such as percentages and frequency distribution was used to analyze the demographic profile of the participants. The mean and standard deviation described each variable under product attributes, price promotions and entrepreneurial characteristics on the growth of SMEs. The mean provided an accurate set of numbers and the standard deviation was a more accurate measure of the spread of data from average. The coefficient of variation was used where the data was skewed. The coefficient of variation was useful because the standard deviation of data must always be understood in the context of the mean of the data. Coefficient of variation was also useful in comparing data sets with different units or widely different means. The data was presented using tables to give a clear picture of the research findings at a glance.

3.7 Chapter Summary
The researcher adopted a descriptive research design in this study. The population of interest consisted of all members of the Eastleigh business community operating in 24 shopping malls that house 3501 business premises and 359 samples were selected for the study. Stratified and simple random sampling techniques were used in this study. Primary data collection method using questionnaires were employed in this study. Descriptive statistics such as percentages and frequency distribution were used to analyze the demographic profile of the participants. The mean and standard deviation described each variable under product attributes, price promotions and entrepreneurial characteristics on the growth of SMEs. The coefficient of variation was used where the data was skewed. The data was presented using tables to give a clear picture of the research findings at a glance.
CHAPTER FOUR
4.0 RESULTS AND FINDINGS
4.1 Introduction
The main objective of this study was to determine the influence of product attributes, pricing and entrepreneurial characteristics on the growth of Small & Medium Enterprises in Eastleigh Nairobi This study was guided by the following research objectives: To establish the influence of product attributes to the growth of apparel SMEs in Nairobi Kenya, to determine how price promotions influences the growth of apparel SMEs in Nairobi Kenya and to examine the influence of entrepreneurial characteristics to the growth of apparel Small & Medium Enterprises in Nairobi Kenya.

4.2 General Information
This section provides the primary findings on diverse attributes associated with the Eastleigh apparel SME entrepreneurs. On the other hand, it presents credible qualitative data that required of the entrepreneurs. This included gender, education level, business income level, business assets level, legal status of the enterprise, number of employees, annual turnover, current situation of the enterprise and the business industry. The information was essential in evaluating the entrepreneurs’ profile as well as the status of their business growth. The nature of this type of information is paramount in quantifying the overall outcome of the study, as well as in determining the wider scope of the study.

4.2.1 Age of Respondents
The study aimed to determine the age of the respondents. This was because knowing the age of the entrepreneurs provided valuable input in knowing how old the entrepreneurs were. The findings established that (19%) of the respondents were aged between 18 to 28 years, (63%) between 29 to 39 years and (18%) of the respondents were between 40 to 50 years. This indicates that the majority of the respondents were below 39 years of age. The findings are presented in Table 4.1.

Table 4.1: Age of Respondents

4.2.2 Gender of Respondents
The study aimed to determine the gender of the respondents. This was because the study wanted to determine the number of men as compared to women who were engaged in textiles SMEs. This provided a lot of input in comparing the level of entrepreneurship between the genders. The findings established that (56%) of the entrepreneurs were men and (44%) were female. This indicates that the majority of the entrepreneurs were men.

4.2.3 Education Level
Education makes entrepreneurs take advantage of various business practices in establishing and sustaining successful textile SMEs. The study aimed to identify the respondent’s level of education and the findings indicated that (17%) of the respondent had primary school education, (43%) had secondary school education, (34%) had a college education whilst (6%) had attained university education. The findings suggest that the majority of the respondents had secondary school education. This demonstrated that with a good level of education, the entrepreneurs were more likely to take advantage of business practices in the growth of apparel SMEs. The findings are presented in Table 4.2.
Table 4.2: Education Level

4.2.4 Business Income Level per Month at Start-Up
The business income level helps determine whether the apparel SMEs is profitable or making losses. The income generated is inclusive of the expenses and the findings revealed that most of the respondents (50%) earned less than Ksh. 10,000 a month, (32%) earned between Ksh. 10,001 to Ksh. 30,000 per month, (10%) between Ksh. 30,001 to Ksh. 50,000 and (8%) earned more than Ksh. 50,001. The findings suggest that the majority of the respondents earned less than Ksh. 30,001 every month. This demonstrates that the business income per month at the start up was relatively small. The findings are presented in Table 4.3.

Table 4.3: Business Income Level (KSH) per Month at Start-Up

4.2.5 Current Business Income Level per Month
The current business income level helps determine the growth status of the apparel SMEs. The study aimed to determine the current income level of the SMEs and the findings indicated that (11%) of the respondents earned less than Ksh. 10,000 a month, (16%) earned between Ksh. 10,001 to Ksh. 30,000 per month, 39% between Ksh. 30,001 to Ksh. 50,000 and (34%) earned more than Ksh. 50,001. The findings suggest that the majority of the respondents earned between Ksh. 30,001 to Ksh. 50,000 every month. This demonstrates that the business income per month was relatively good. The findings are presented in Table 4.4.

Table 4.4: Business Income Level (KSH) per Month

4.2.6 Business Assets Level at Start-Up
The business assets level at the start up helps determine the value of the enterprise at the beginning so as to estimate the status of the enterprises at the moment. The findings indicated that (55%) of the SMEs had less than Ksh. 50,000 in assets, (32%) between Ksh. 100,001 to Ksh. 150,000, (10%) had between Ksh. 150,001 to Ksh. 200,000 and (3%) had more than Ksh. 200,000 asset value. The results reveal that the majority of the apparel SMEs were in a relatively poor financial health at the beginning. The findings are presented in Table 4.5.

Table 4.5: Business Assets Level at Start-Up

4.2.7 Current Business Assets Level
The current business assets level helps determine the business potential at the moment and the future value of the enterprise. Understanding the business assets can help a business owner to better gauge the financial health of their enterprises. The findings indicated that (6%) of the SMEs had less than Ksh. 50,000 in assets, (5%) between Ksh. 100,001 to Ksh. 150,000, (45%) had between Ksh. 150,001 to Ksh. 200,000 and (44%) had more than Ksh. 200,000 asset value. The results reveal that the majority of the apparel SMEs were in good financial health. The findings are presented in Table 4.6.

Table 4.6: Current Business Assets Level

4.2.8 Legal Status of the Enterprise
The study aimed to determine the type of business ownership from the respondents who willingly participated in the study. Examining the nature of the business ownership assists in knowing whether the business is a legal entity. Thus, the findings showed that the majority of the respondents (73%) operated as sole ownership, (22%) of the businesses was family owned and (2%) were private limited. Thus, the findings indicated that most of the respondents listed their businesses as sole proprietors. As noted from the respondents, the scope of family business whether sole, limited company, partnership or corporate was as well set as equally enjoying legal status (see Table 4.7.)

Table 4.7: Legal Status of the Enterprise

4.2.9 Number of Employees at Start-Up
Analyzing the number of employees at the start-up helps determine the level of growth among apparel SMEs that is valuable information for this research. The findings showed that (92%) of the SMEs had less than 10 employees, (4%) between 11 to 20 employees and (4%) between 31 to 40 employees. The findings revealed that the majority of the SMEs had less than 10 employees at the start-up. The findings are presented in Table 4.8.
Table 4.8: Number of Employees
4.2.10 Current Number of Employees
Analyzing the current number of employees helps determine the level of growth among apparel SMEs that is valuable information for this research. Evaluating the number of employees who are currently employed in the business assists in providing information of whether the business is at the start up phase or already established. The findings showed that (83%) of the SMEs had less than 10 employees, (6%) between 11 to 20 employees and (12%) between 31 to 40 employees. The findings suggest that the majority of the SMEs had less than 10 employees which is an indication that most of the enterprises were start-ups. The findings are presented in Table 4.9.
Table 4.9: Number of Employees

4.2.11 Current Situation of Enterprise
The study aimed to determine the growth of the apparel SMEs from the respondents who willingly participated in the study. Examining the growth of the SMEs is a measure of overall business success and survival. Enterprise growth is the most appropriate indicator of the performance which is usually a critical precondition for its longevity. The results revealed that the current situation of the enterprises were maturing as mentioned by (44%) of the respondents, (5%) claimed that it was a completely new business, (34%) were growing and (17%) were continuing. The findings indicate that most of the SMEs were maturing as indicated on Table 4.10.

Table 4.10: Current Situation of Enterprise

4.2.12 Business Industry
The SMEs’ business industry helps in determining the capabilities of the enterprises so as to understand their competitiveness and business growth. Thus, the findings showed that the majority of the enterprises were dealing with real made clothes at (62%). This was followed by boutiques at (16%) and the rest dealt with textile materials at (11%) and another (11%) sold shoes. Thus, the findings indicated that most of the respondents’ businesses dealt with real made clothes. The findings are presented in Table 4.11.

Table 4.11: Business Industry

In summary, the majority of the respondents were below 39 years of age and most of them were men. The findings demonstrated that with a good level of education, the entrepreneurs were more likely to take advantage of business practices in the growth of apparel SMEs. The business income per month was relatively good which indicated a good financial health. Most of the businesses were sole proprietors and the majority were maturing in selling real made clothes part of the product attributes that may influence the growth of SMEs.
4.3 Influence of Product Attribute in the Growth of SMEs
The study aimed to investigate the influence of product attributes in the growth of SMEs. This was measured by the quality of the product brand, loyalty, label, colour, fashionability and design, reliability, appearance, perceived hedonic and utilitarian benefits. The findings are presented next.

4.3.1 Quality of the Product
This section seeks to determine the importance of quality on the growth of apparel SMEs. Product quality has been recognized as an important factor in consumers’ purchasing decision (Jin, Park and Ryu, 2010). The findings revealed that the majority of the respondents agreed that they sell the latest fashion of boutiques that are of superior quality at a mean of (3.43) as the main influence on the quality of the product. This was followed closely by a large number of the respondents who agreed that the customers place great importance on the quality of the fabrics when buying at a mean of (3.33) and others agreed that the customers perceive products in terms of the quality that they desire at a mean of (3.22). Fewer respondents agreed that the quality of fabrics is all the same at a mean of (2.54). This shows how customers place great importance on the quality of the fabric which in turn leads to the growth of apparel SME. The findings are presented in Table 4.12.
Table 4.12: Quality of the Product

4.3.2 Correlation between Demographic Factors and Quality of the Product
The aim of this section was to determine whether there was a causal relationship between demographic factors and the quality of the products. It is assumed that the respondents’ demographic profile will determine the quality of the product. The variable under quality of the fabrics included: the latest fashion of the boutique and the quality of the fabrics. The correlation was significant at the 0.01 level. The findings indicated that there was a strong relationship between the age of the owner and the quality of fabrics that are all the same at (r=0.225, p>0.01). There was a strong correlation between the respondents’ level of education and the customer explicit preferences on the exact quality of fabrics at (r=0.201, p>0.0100 and the relationship was extended to the customers perceive products in terms of the quality that they receive at (r=0.268, p>0.01). There was also a strong relationship between business income level per month and the customers perception of quality products at (r=0.329, p>0.01). The findings are presented in Table 4.13.

Table 4.13: Correlation between Demographic Factors and Quality of the Product
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).

4.3.3 Brand Loyalty
This study aimed to investigate how the inclination to a specified brand can lead to the growth of apparel SMEs. An understanding of the consumers’ brand loyalty improves business growth and sales volume since the same brand is purchased repeatedly. In this view, the findings showed that the majority of the respondents agreed that good brands present a good impression of the firm’s products at a mean of (3.53). It is evident that the apparel brand can serve as a primary motivator of consumer consumption behaviour that influences consumer decision making. The respondents agreed that the customer satisfaction with our products is influenced by the brands at a mean of (3.22) as the second influence on brand loyalty. A large number of the respondents agreed that the customers can offer to pay more for a favourite brand at a mean of (3.07). However, very few respondents agreed that the customers’ preferred brand was not available at the shop and it was difficult to convince them to purchase other brands at a mean of (2.65). This demonstrates how customers can be inclined to buy certain products due to brand loyalty. The findings are presented in Table 4.14.
Table 4.14: Brand Loyalty
4.3.4 Correlation between Demographic Factors and Brand Loyalty
The aim of this section was to determine whether there was a causal relationship between demographic factors and the brand loyalty. It is assumed that the respondents’ demographic profile will determine the perception of the consumers brand loyalty. The variable under brand loyalty included: brands present a good impression of the firm’s products, difficult to convince to purchase other brands, favourite brand, customer satisfaction and the customers purchasing the same brands. The correlation was significant at the 0.01 level. The findings indicated that there was a strong relationship between the age of the entrepreneur and brands presenting a good impression of the firm’s products (r=0.265, p>0.01). The relationship was extended to the customer’s preferred brands (r=0.302, p>0.01) and customer satisfaction is influenced by the brands (r=0.261, p>0.01). There was also a strong relationship between business income level per month and the customers offer to pay more for a favourite brand at (r=0.505, p>0.01) and the relationship was extended to customer satisfaction with the products as influenced by the brands (r=0.336, p>0.01). The findings are presented in Table 4.15.

Table 4.15: Correlation between Demographic Factors and Brand Loyalty
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).
4.3.5 Label
This section sought to determine the importance of the garment design in improving the sales of an apparel ventures. The status of the label is influential in the purchase of apparel products. The findings indicated that the majority of the respondents agreed that they sell designer clothes that perfectly fit the customers well at a mean of (3.14). A large proportion of them were aware that they accurately sell labels that reflect the design of the garment at a mean of (2.94), some of the respondents agreed that they sell most of their fabrics for their labels at a mean of (2.80). A few of the respondents agreed that customers usually purchase the same labels at a mean of (2.74). This demonstrates that familiarity with the designer label can be a key motivator in the consumer purchasing decision. The findings are presented in Table 4.16.

Table 4.16: Label

4.3.6 Correlation between Demographic Factors and Label
The aim of this section was to determine whether there was a causal relationship between demographic factors and the brand loyalty. It is assumed that the respondents’ demographic profile will determine the respondents selling designer clothes that perfectly fit the customer well. The variable under label included: designer of the clothing, labels for the fabric and the design of the garment. The correlation was significant at the 0.01 level. The findings indicated that there was a strong relationship between the age of owner and the respondents selling most of the fabrics based on the labels at (r=0.341, p>0.01) and the relationship was extended to selling labels of the right size that accurately reflect the design of the garmented (r=0.233, p>0.01). In addition, there was a strong relationship between the business income level and the size labelling that accurately reflect the design of the garments (r=0.243, p>0.01). The findings are presented in Table 4.17.
Table 4.17: Correlation between Demographic Factors and Label
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).

4.3.7 Colour
The study aimed to determine whether the colour of the garment was an essential factor in the appearance of apparels and the growth of SME apparels. The consumers are interested in fabrics that can be worn with anything. The findings revealed that the majority of the respondents agreed that they sell materials with good colour at a mean of (3.46) and fewer agreed that they wouldn’t like to sell clothes with colours that customers don’t like at a mean of (3.27). This shows how colour was an essential factor in the purchase of apparels.
4.3.8 Fashionability and Design
This section aimed to examine how the fashionability and design of the apparels can influence the enterprise growth. The fashionability and the design of the apparels can assist in acquiring new customers and retaining the old ones through repeat purchases to foster the growth of enterprises. The findings showed that the majority of the respondents agreed that they sell clothes that are up to date and customers want to wear them at a mean of (3.67) as the main influence on customers to buy fashionable and designer textile. This was followed closely by customers buying fashionable brands at a mean of (3.65) and others agreed that the clothes are up to date and everybody else is selling them at a mean of (2.93). This demonstrates that apparel SMEs should store apparel items that possess strong positive attitudes towards brands that show high level of fashion clothing to acquire new customers and retain the old ones through repeat purchases. The findings are presented in Table 4.18.
Table 4.18: Fashionability and Design

4.3.9 Correlation between Demographic Factors and Fashionability
The aim of this section was to determine whether there was a causal relationship between demographic factors and fashionability of the fabrics. It is assumed that the respondents’ demographic profile will determine the selling of fashionable clothes that customers want. The variable under label included: selling designer clothes that are up to date and everybody else is selling them because they are fashionable. The correlation was significant at the 0.01 level. The findings indicated that there was a strong relationship between the age of owner and design of the clothes are up to date and everybody else is selling them (r=0 .487, p>0.01) and the relationship was extended to the clothes are up to date and customers want to wear them (0.571, p>0.01) as well as the brands are fashionable (0.456, p>0.01). There was also a strong relationship between the business industry and the fashionability and design the clothes that are up to date and everybody else is selling them (r=0.201,p>0.01) and the relationship was extended to the brands being fashionable (r=0.313, p>0.01). The findings are presented in Table 4.19.
Table 4.19: Correlation between Demographic Factors and Fashionability
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).
4.3.10 Reliability
The study aimed to investigate whether the reliability of the products were an important attribute for the purchase of apparel and consequently lead to apparel SMEs growth. Reliability of the apparel products is a great concern for many consumers who base their purchasing decisions on the design of the fabrics. The results showed that the majority of the respondents agreed that they sell clothes that are durable and don’t shrink when washed at a mean of (3.43) as the main influence on customers to buy reliable apparels. This was followed by the respondents’ dealing with fashionable products at a mean of (3.29) and others agreed that the quality of the clothes is durable and doesn’t fade when washed at a mean of (3.27). The findings are presented in Table 4.20.

Table 4.20: Reliability
4.3.11 Correlation between Demographic Factors and Reliability
The aim of this section was to determine whether there was a causal relationship between demographic factors and reliability of the fabrics. It is assumed that the respondents’ demographic profile will determine the selling of durable clothes that customers want. The variables under reliability included: the quality of the clothes and not shrinking, the durability of the clothes not fading and dealing with reliable garments. The correlation was significant at the 0.01 level. The findings indicated that there was a strong relationship between the Age of Owner and the quality of the clothes which do not shrink when washed at (r=0.296, p>0.01) and the relationship was extended to the entrepreneurs dealing with reliable garments at (r=0.187, p>0.01).
There was also a strong relationship between gender and the quality of the clothes which don’t shrink when washed at (r=0.311, p>0.01) and the relationship was extended to the clothes that don’t fade when washed (r=0.194, p>0.01) and dealing with reliable garments (r=0.269, p>0.01). In addition, the growth of the enterprise was related with selling durable clothes (r=0.270, p>0.01) and reliable garments (r=0.266, p>0.01). The findings are presented in Table 4.21.

Table 4.21: Correlation between Demographic Factors and Reliability
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).
4.3.12 Appearance
The study evaluated the appearance of the apparel and the potential to the growth of the enterprises. The findings indicated that the majority of the respondents agreed that the customers attach importance to the style of the garments at a mean of (3.67). A number of the respondents agreed that the materials of clothes that they sell do not have flaws at a mean of (3.57) and a few respondents agreed that they sell products that attract other people’s attention at a mean of (3.43). All these factors can be considered important to apparel SMEs growth. The findings are presented in Table 4.22.

Table 4.22: Appearance

4.3.13 Correlation between Demographic Factors and Appearance
The aim of this section was to determine whether there was a causal relationship between demographic factors and appearance of the fabrics. It is assumed that the respondents’ demographic profile will determine the selling of appealing clothes that customers want. The variable under appearance included: the style of the garments and the materials not having flaws. The correlation was significant at the 0.01 level. The findings indicated that there was a strong relationship between the age of the owner and selling products that attract other people’s attention at (r=0.265, p>0.01) and the relationship was extended to the clothes not having any flaws (r=0.483, p>0.01). There was also a strong relationship between gender and selling products that attract other people’s attention at (r=0.182, p>0.01) and the relationship was extended to the customer attaching importance to the style of the garments (r=0.281, p>0.01). The business income level was significantly correlated with the material of clothes not having flaws at (r=0.286, p>0.01). The findings are presented in Table 4.23.
Table 4.23: Correlation between Demographic Factors and Appearance
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).

4.3.14 Perceived Hedonic and Utilitarian Benefits
This section aimed to examine how the apparel SME entrepreneurs understood customer purchasing behaviour in response to perceived hedonic and utilitarian benefits. Acquiring information on what the consumers need or want in the purchase of apparel products which measures the implications of hedonic and utilitarian benefits on SMEs growth. The findings showed that the majority of the respondents agreed that they sell brands that satisfy the customers at a mean of (3.53) as the main effect of hedonic and utilitarian benefits in selling apparels to the customers. This was followed by the stores that are conveniently placed for easy access to the clients at a mean of (3.47) and few agreed that they provide value for what they sell at a mean of (3.38). These situations have been used to explain the consumer’s shopping motivation that can lead to apparel SMEs growth. The findings are presented in Table 4.24.
Table 4.24: Perceived Hedonic and Utilitarian Benefits

4.3.15 Correlation between Demographic Factors and the Benefits
The aim of this section was to determine whether there was a causal relationship between demographic factors and benefits (hedonic and utilitarian benefits) of the fabrics. It is assumed that the respondents’ demographic profile will determine the selling of hedonic and utilitarian benefits to the customers. The variables under label included: providing value for the customers, satisfying the customers, conveniently placed stores and clients’ excitement in buying fabrics. The correlation was significant at the 0.01 level. The findings indicated that there was a strong relationship between the age of the owner and providing value to customers at (r=0.290, p>0.01), the relationship was extended to the brand satisfying the customers (r=0.368, p>0.01) and the clients finding it exciting in buying the fabrics at (r=0.342, p>0.01). There was also a strong relationship between the gender of the respondents and the clients finding it exciting in buying the fabrics at (r=0.201, p>0.01). The business income level and the brand satisfying the customers were significantly correlated at (r=0.229, p>0.01). The findings are presented in Table 4.25.

Table 4.25: Correlation between Demographic Factors and Benefits
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).

In summary, the findings revealed that the majority of the respondents agreed that they sell the latest fashion of boutiques that are of superior quality. The findings indicated that there was a strong relationship between the age of the owner and the quality of fabrics. There was a strong correlation between the respondents’ level of education and the customer great emphasis on the quality of fabrics and the relationship was extended to the customer’s perception of the products in terms of the quality that they receive. A large number of the respondents agreed that good brands present a good impression of the SMEs’ apparel products. The findings indicated that there was a strong relationship between the age of the entrepreneur and brands presenting a good impression of the firm’s products. The SMEs designer clothes sold perfectly fitted the customers well, materials with good colour are sold to the customers and the clothes sold are up to date. A number of the respondents agreed that they sell apparels that are durable and don’t shrink when washed, style is attached to the garments to satisfy the customers. The next section is on the influence of price promotions in the growth of SMEs.

4.4 Influence of Price Promotions in the Growth of SMEs
The study aimed to investigate the influence of price promotions on the growth of apparel SMEs. This was measured by the influence of price promotion on sales, quality evaluations of the products, the SMEs market share and the understanding of the customers.
4.4.1 Price Promotions and SMEs Sales
Price discounts are popular because they stimulate immediate purchase of the promoted products that result in to the sales increase in apparel SMEs growth. Price promotion is the only marketing element where managers expect customers to part with their money which can stimulate immediate purchase of the promoted product, resulting in a sharp sales increase. The majority of the respondents revealed that they offer special discounts for garments at a mean of (3.67). A large number of the respondents agreed that price discounts stimulate immediate purchase at a mean of (3.60).
Price promotions also encouraged product trial among nonusers at a mean of (3.57) and it was also very effective in increasing sales at a mean of (3.56). A small number of the respondents agreed that they charge different prices for complementary products at a mean of (3.50), few respondents agreed that price promotions are likely to attract new buyers at a mean of (3.49) and a very small number agreed that price promotion is a powerful competitive tool for business in luring the customers who are price sensitive at a mean of (3.37). This demonstrates how discount provides a brand with a feature that enhances its salience and encourages consumers to consider that brand over others in their brand range. The findings are presented in Table 4.26.

Table 4.26: Price Promotions and SMEs Sales

4.4.2 Correlation of Demographic Factors and Price Sales Promotions
The aim of this section was to determine whether there was a causal relationship between demographic factors, price promotions, apparel attributes and price sales promotions of the fabrics. It is assumed that the respondents’ demographic profile will determine the sales promotion using the price that customers want. The variable under the use of price in sales promotions included: the use of Price promotions in boosting SME sales, the use of different prices for complementary products and the use of price promotion in increasing sales. The correlation was significant at the 0.01 level. The findings indicated that there was a strong relationship between gender and price promotions in SME sales (r=0.272, p>0.01). The education level strongly correlated price promotions in SME sales (r=0.384, p>0.01). The business income level strongly correlated the different prices for complementary products jeans belt at (r=0.227, p>0.01) and the age of the respondents correlated the price promotion in increasing sales at (r=0.227, p>0.01) and the relation was extended to gender at (r=0.190, p>0.01). The findings are presented in Table 4.27. Similarly, price promotion was as well correlated to the product attributes. This is echoed by the way price fractuated as regards quality of the fabric. This is more allied to the consumer preference than the actual price of the product.

Table 4.27: Correlation of Demographic Factors and Price Sales Promotions
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).

4.4.3 Price Promotion and Quality Evaluation of Products
The study sought to determine whether the consumers use price promotion as a measure of quality evaluation when purchasing apparel products. Price can be the main basis of product quality evaluation where relatively low price compared to those of the competitors’ can be the indicator of inferior quality. In this respect, the findings revealed that the respondents provide high quality clothes to the customers for the value of their money at a mean of (3.45). The value of the apparels is essential when the criteria of product evaluation are unclear. A large number of the respondents agreed that low price garments as compared to those of the competitors’ can be the indicator of inferior quality at a mean of (3.33). Other respondents agreed that the customers are willing to pay a premium price for a favourable brand at a mean of (3.29). This shows that consumers with high brand loyalty are willing to pay a premium price for their favoured brand. Some of the respondents agreed that the quality of the clothes matches the price at a mean of (3.20) and few respondents agreed that they sell the best quality of products over its price at a mean of (3.15). The findings are presented in Table 4.28.

Table 4.28: Price Promotion and Quality Evaluation of Products

4.4.4 Correlation of Demographic Factors and the Price Quality Evaluations
The aim of this section was to determine whether there was a causal relationship between demographic factors and price quality evaluation of the fabrics. It is assumed that the respondents’ demographic profile will determine the use of price in the evaluation of the fabric quality. The variable under the influence of price in evaluating the quality of the fabric included: selling designer clothes that are up to date and everybody else is selling them because they are fashionable. The correlation was significant at the 0.01 level. The findings indicated that there was a strong relationship between consumers who are willing to pay a premium price for a favourable brand and the age of the enterprise owner at (r=0.180, p>0.01). The findings are presented in Table 4.29.

Table 4.29: Correlation of Demographic Factors and the Price Quality Evaluations
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).

4.4.5 Price Promotion and Market Share
This section determines whether price was an important consideration in evaluating the increase in market share towards the growth of apparel SMEs. Price promotions can be used to gauge the market share of the enterprise by attracting a wide range of customers. The findings revealed that the majority of the respondents agreed that the price of the fabrics is a major consideration in attracting the customers at a mean of (3.58). This was followed by respondents agreeing that pricing the products reasonably enables the business to gain a wider market share at a mean of (3.56). An SME that strives to be a low cost provider of a product or service attracts a wide range of customers. Some of the respondents agreed that they sell products that the consumers are willing to buy at a mean of (3.43). A few of the respondents agreed that popular brands are priced highly at a mean of (3.17) and the price of the products being standardised at a mean of (3.04). The perceived value and price of the apparel are important considerations that can contribute to SMEs growth. The findings are presented in Table 4.30.

Table 4.30: Price Promotion and Market Share

4.4.6 Correlation of Demographic Factors and the Price Market Share
The aim of this section was to determine whether there was a causal relationship between demographic factors and price in enhancing the market share of the customers. It is assumed that the respondents’ demographic profile will determine the use of price in enhancing the enterprise market. The correlation was significant at the 0.01 level. The findings indicated that there was a strong relationship between the age of the owner and the market competition. This is ascertained by the fact the correlation was greatly echoed by the prices the product at (r=0.196, p>0.01). The findings are presented in Table 4.31.also the quality of the product had a profound effect on the price. This is associated to the fact that price attributes were equally correlated to the product attributes, the greater the value, the superior the product attributes were.

Table 4.31: Correlation of Demographic Factors and the Price Market Share
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).

4.4.7 Understanding of Consumers Prices for SMEs Growth
The study aimed to examine how entrepreneur understood the consumers encoding of the apparel prices in their purchasing behaviour. Understanding consumer purchasing behaviour by implementing appropriate prices can reduce time, effort, search costs, perceived sacrifice and thereby increase perception of value. The findings revealed that the majority of the respondents agreed that the customer’s perception of the prices of garments increase the purchase at a mean of (3.91). A large number of the respondents agreed that the prices that they charge for apparels are right at a mean of (3.61). The customers’ prices of products can reduce the perceived value of the product at a mean of (3.45). A small number of the respondents agreed that the apparel prices are reasonable at a mean of (3.44) and very few respondents agreed that they think that the prices that they charge are somewhat high at a mean of (2.57). The findings are presented in Table 4.32.

Table 4.32: Understanding of Consumers Prices for SMEs Growth

4.4.8 Correlation of Demographic Factors and Understanding of Consumer Prices
The aim of this section was to determine whether there was a causal relationship between demographic factors and understanding the consumer prices of the fabrics. It is assumed that the respondents’ demographic profile will provide an understanding the consumer prices. The variable under label included: selling designer clothes that are up to date and everybody else is selling them because they are fashionable. The correlation was significant at the 0.01 level. The findings indicated that there was a strong relationship between the age of owner and the prices being reasonable at (r=0.221, p>0.01). There was also a strong association between the level of the entrepreneurs education and charging the right prices at (r=0.273, p>0.01). The findings are presented in Table 4.33.

Table 4.33: Demographic Factors and Understanding Consumer Prices

In summary, the majority of the respondents agreed that they offer special discounts for garments. On a different view, the findings revealed that the respondents provide high quality clothes to the customers for the value of their money. The findings indicated that there was a strong relationship between consumers who were willing to pay a premium price for a favourable brand and the age of the enterprise owner. A large number of the respondents agreed that the price of the fabrics is a major consideration in attracting the customers. Most of the respondents agreed that the customer’s perception of the prices of garments increase the purchase. The findings indicated that there was a strong relationship between consumer who are willing to pay a premium price for a favourable brand and the age of the enterprise owner. The next section is on influence of entrepreneurial characteristics in the growth of SMEs.

4.5 Influence of Entrepreneurial Characteristics in the Growth of SMEs
In this section, the study aimed to investigate the influence of entrepreneurial characteristics in the growth of SMEs. This was measured by the high need for the entrepreneurial achievements, entrepreneurs having a locus of control, their risk taking abilities, tolerance of ambiguity, entrepreneur’s creativity, the need for autonomy, self confidence and the entrepreneur innovation.

4.5.1 High Need for Achievement
This section aimed to investigate how a person’s need to strive hard to attain success as a way of life rather than a simple drive can contribute to SMEs growth. High achievers set demanding targets for their business which can lead to growth. In this regard, the findings revealed that the respondents agreed that they worked hard for where they are at a mean of (3.86). A large number of the respondents agreed that they have confidence in their ability to achieve at a mean of (3.81). A number of the respondents agreed that they have a strong need to make their business succeed despite of the uncertainties at a mean of (3.79). Some of the respondents believe that they have the qualities to make their business grow and be successful at a mean of (3.73) and a few respondents agreed that they spend time thinking about doing things better for the success and growth of their business at a mean of (3.67). High achievement-oriented individuals contribute to the rapid growth of the enterprise. The findings are presented in Table 4.34.

Table 4.34: High Need for Achievement

4.5.2 Correlation of Demographic Factors and the High Need for Achievement
The aim of this section was to determine whether there was a causal relationship between demographic factors and the high need for achievement in promoting enterprise growth. It is assumed that the respondents’ demographic profile will stimulate the entrepreneur high need for achievement which can lead to business growth. The variable under the entrepreneur’s need for achievement included: the strong need to make the business successful despite of the uncertainties, having the qualities to make the business grow and be successful, doing things better for the success and growth of the business and the ability to achieve.

The correlation was significant at the 0.01 level. The findings indicated that there was a strong relationship between the age of owner and spending time thinking about doing things better for the success and growth of the business at (r=0.645, p>0.01), having the confidence in the ability to achieve at (r=0.278,p>0.01). There was also a significant correlation between gender and the high need for achievement as an entrepreneur despite of the uncertainties at (r=0.449, p>0.01), the relationship was extended to entrepreneurs having the qualities to make the business grow and be successful at (r=0.201, p>0.01), working hard to be where they are at (r=0.354, p>0.01) and having the ability to achieve at (r=0.357, p>0.01).

There was a strong relationship between the entrepreneurs education level and having the qualities to make their business grow and be successful at (r=0.349, p>0.01). There was also a strong association between the business income level and the entrepreneur having the right quality to make their business grow and be successful at (r=0.437, p>0.01). The relationship was extended to the entrepreneurs qualities to make their business grow and be successful at (r=0.408, p>0.01), working hard to be where they are at (r=0.446, p>0.01), the entrepreneurs spend time thinking about doing things better for the success and growth of their business at (r=0.407, p>0.01) and the entrepreneurs have confidence in their ability to achieve at (r=0.749, p>0.01). The findings are presented in Table 4.35.
Table 4.35: Correlation of Demographic Factors and High Need for Achievement
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).

4.5.3 Locus of Control
The study investigated how an individual’s innate belief can lead to the growth of an apparel enterprise. The findings revealed that the majority of the respondents agreed that they feel a great deal of pride when their business is successfully at a mean of (3.80). This was followed by the respondents agreeing that they have good knowledge and skills to run their business successfully at a mean of (3.67). The respondents agreed that they determine the growth of their business at a mean of (3.44). The respondents agreed that they accomplish most when alone, under no direct supervision or anyone at a mean of (3.24) and the respondents agreed that they find it difficult asserting themselves against the opinion of majority at a mean of (3.01). This shows how entrepreneurs can use the above mentioned qualities to determine the growth of their business. The findings are presented in Table 4.36.

Table 4.36: Locus of Control

4.5.4 Correlation of Demographic Factors and Locus of Control
The aim of this section was to determine whether there was a causal relationship between demographic factors and the locus of control in the growth of apparel SMEs. It is assumed that the respondents’ demographic profile will enhance the entrepreneur’s great pride to be successful. The variables under locus of control included: determining the growth of business, a great deal of pride when business is successful, having good knowledge and skills to run business successfully, finding it difficult asserting against the opinion of majority and accomplishing most when am alone under no direct supervision to anyone.

The correlation was significant at the 0.01 level. The findings indicated that there was a strong relationship between the age of the owner and the entrepreneur growth of the business at (r=0.414, p>0.01). The relationship was extended to the business accomplishing most when alone under no direct supervision o anyone at (r=0.550, p>0.01). There was a strong association between gender and the entrepreneur having good knowledge and skills to run their business successfully at (r=0.219, p>0.01) and the relationship was extended to the entrepreneur finding it difficult asserting themselves against the opinion of majority at (r=0.527, p>0.01).

There was also a strong correlation between the education level and the entrepreneur finding it difficult in asserting themselves against the opinion of the majority at (r=0.198, p>0.01). The business income level was also strongly associated with the entrepreneur determination to grow their business at (r=0.466, p.0.01) and the entrepreneurs finding a great deal of pride when their business is successful at (r=0.322, p>0.01). The findings are presented in Table 4.37.

Table 4.37: Correlation of Demographic Factors and Locus of Control
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).

4.5.5 Risk Taking
This section aimed to examine how entrepreneur’s attitude towards uncertainty may hinder or promote the pursuit of their business growth objectives. Enterprising people and entrepreneurs seek and realize productive opportunities and consequently SME’s growth in an uncertain environment (Norton and Moore, 2002). The majority of the respondents agreed that they are willing to accept both financial and career risks when necessary pay their taxes regularly at a mean of (3.78). Quite a large number of the respondents agreed that they believe that they are capable of taking risks and growing their businesses at a mean of (3.65). Some of the respondents agreed that they hold on existing and well known projects and procedures at a mean of (3.34). A small number of the respondents agreed that they are usually conservative in major business decisions at a mean of (3.33) and very few respondents agreed that they cautiously run their businesses without taking any risks at a mean of (2.61). This portrays that some entrepreneurs have a greater propensity to take risks in the growth of their enterprises. The findings are presented in Table 4.38.

Table 4.38: Risk Taking

4.5.6 Correlation of Demographic Factors and Risk Taking
The aim of this section was to determine whether there was a causal relationship between demographic factors and risk taking in an attempt to grow the enterprise. It is assumed that the respondents’ demographic profile will determine the entrepreneur risk taking ability. The variables under risk taking included: entrepreneurs willing to accept both financial and career risks when necessary, entrepreneurs cautiously running the business without taking any risks, being conservative in major business decisions and holding on existing and well known projects and procedures.

The correlation was significant at the 0.01 level. The findings indicated that there was a strong relationship between the age of the owner and the entrepreneur willingness to accept both financial and career risks when necessary at (r=0.225, p>0.01). The relationship was extended to the entrepreneurs making conservative business decisions at (r=0.357, p>0.01). There was also a strong association between gender and the entrepreneur willingness to accept both financial and career risks when necessary at (r=0.286, p>0.01). The relationship was extended to the entrepreneur believing that they are capable of taking risks and growing their business at (r=0.194, p>0.01), cautiously running the business without taking any risks at (r=0.305, conservative in making major business decisions at (r=0.235, p>0.01) and holding on existing and well known projects and procedures at (r=0.310, p>0.01).

The entrepreneur’s education level and the ability to cautiously run business without taking any risks were strongly correlated at (r=0.314, p>0.01). The relationship was extended to entrepreneurs making conservative business decisions at (r=0.700, p>0.01) and the entrepreneurs holding on existing and well known projects and procedures at (r=0.374, p>0.01). There was also a strong association between the business income level and the entrepreneur willingness to accept both financial and career risks when necessary at (r=0.188, p>0.01) and the entrepreneur’s ability to take risks and grow the business at (r=0.317, p>0.01). The findings are presented in Table 4.39.

Table 4.39: Correlation of Demographic Factors and Risk Taking
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).

4.5.7 Tolerance of Ambiguity
This section aimed to analyse how entrepreneur’s tolerance for ambiguity may influence the growth of apparel enterprises. Tolerance to ambiguity is one of the essential features differentiating entrepreneurs from non entrepreneurs which can influence growth in apparel SMEs. The findings revealed that the majority of the respondents agreed that they believe there are always new and better ways of doing things at a mean of (3.56). This was followed by respondents agreeing that they have good knowledge of the business environment at a mean of (3.56). Some of the respondents agreed that they can function in ambiguous situations at a mean of (3.35). A few of the respondents agreed that they find it difficult to come up with new, wild or crazy ideas when the business situation looks uncertain at a mean of (3.17) and fewer respondents have weakness and fears that are far from being resolved at a mean of (3.04). The findings are presented in Table 4.40.

Table 4.40: Tolerance of Ambiguity

4.5.8 Correlation of Demographic Factors and Tolerance of Ambiguity
The aim of this section was to determine whether there was a causal relationship between demographic factors and tolerance to ambiguity in the growth of the enterprise. It is assumed that the respondents’ demographic profile will differentiate entrepreneurs from non entrepreneurs to influence growth in apparel SMEs. The variables under tolerance to ambiguity included: functioning in ambiguous situations, having good knowledge of the business environment, having better ways of doing things and having difficulty in coming up with new, wild or crazy ideas when the business situation looks uncertain.

The correlation was significant at the 0.01 level. The findings indicated that there was a strong relationship between the age of owner and tolerance of ambiguity in ambiguous situations at (r=0.399, p>0.01). This relationship was extended to the entrepreneurs belief that there are always better ways of doing things at (r=0.304, p>0.01), having weakness and fears that that are far from being resolved at (r=0.462, p>0.01) and the entrepreneurs finding it difficult to come up with new, wild or crazy ideas when the business situation looks uncertain at (r=0.541, p>0.01).

There was also a strong association between gender and tolerance of at (r=0.451, p>0.01). The relationship was extended to the entrepreneur’s belief that there are always better ways of doing things at (r=0.367, p>0.01) and the entrepreneurs finding it difficult to come up with new, wild or crazy ideas when the business situation looks uncertain at (r=0.330, p>0.01). There was also a strong correlation between the education level and the entrepreneurs having good knowledge of the business environment at (r=0.215,p>0.01) and the entrepreneurs having weakness and fears that that are far from being resolved at (r=0.441, p>0.01). The business income level was also strongly associated with the entrepreneur having a good knowledge of the business environment at (r=0.251, p>0.01) and others finding it difficult to come up with new, wild or crazy ideas when the business situation looks uncertain at (r=0.316, p>0.01). The findings are presented in Table 4.41.

Table 4.41: Correlation of Demographic Factors and Tolerance of Ambiguity
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).

4.5.9 Creativity
This study aimed to examine how entrepreneurs can combine existing ideas and resources in different ways to create additional value to the customers. The findings showed that the majority of the respondents agreed that they have the customers’ best interest at heart in selling fabrics that they require at a mean of (3.60) as their main creative initiative. This is where enterprising individuals develop new ideas, spot market opportunities, or combine existing ideas and resources in different ways to create additional value for apparel SMEs. This was followed by the entrepreneurs constantly searching for new possibilities for existing business at a mean of (3.40). A number of the respondents agreed that they know what the customers require and strive to provide them with what they want at a mean of (3.39). Some of the respondents agreed that they are often the first ones to introduce new products and technologies on the market at a mean of (3.30) and very few respondents agreed that they constantly and actively search for new partners to improve business activities at a mean of (3.07). The findings are presented in Table 4.42.

Table 4.42: Creativity

4.5.10 Correlation of Demographic Factors and Creativity
The aim of this section was to determine whether there was a causal relationship between demographic factors and creativity in the growth of the business enterprise. It is assumed that the respondents’ demographic profile will determine the entrepreneur’s creativity in the growth of their enterprise. The variables under the entrepreneur’s creativity included: knowing what the customers require and strive to provide them with what they want with new possibilities for existing business activities, introducing new products and technologies on the market, actively searching for new partners to improve business activities and the entrepreneurs having the customers best interest at heart in sell fabrics that they require.

The correlation was significant at the 0.01 level. The findings indicated that there was a strong relationship between the entrepreneurs education level and entrepreneurs knowing what the customers require and strive to provide them with what they want (r=0.333, p>0.01). The relationship was extended to the entrepreneurs having the customers best interest at heart in selling fabrics that they require at (r=0.621, p>0.01) and constantly actively search for new partners to improve business activities at (r=0.214, p>0.01). There was a strong association between the business income level and the entrepreneurs constant search for new possibilities for existing business activities at (r=0.188, p>0.01). The relationship was extended to the entrepreneurs having the customers best interest at heart in sell fabrics that they require at (r=0.239, p>0.01). There was also a strong correlation between the age of the respondents and the entrepreneurs constant search for new possibilities for existing business activities at (r=0.498, p>0.01). The relationship was extended to the entrepreneurs being the first ones to introduce new products/technologies on the market at (r=0.64, p>0.01). The findings are presented in Table 4.43.

Table 4.43: Correlation of Demographic Factors and Creativity
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).
4.5.11 . The Need for Autonomy
This section aimed to examine how the entrepreneurs’ need for independence may lead to enterprise growth. The need for autonomy may create the growth of apparel enterprises. In this regard, the findings indicated that the majority of the respondents agreed that they have a strong need to make their business successful by implementing my business strategy wisely at a mean of (3.85). A large proportion of the respondents agreed that they are well competent and have self confidence to run their business at a mean of (3.71). A small proportion agreed that job security was important to them at a mean of (3.54). Few respondents agreed that they have business and financial expertise to run their own business at a mean of (3.22) and very few respondents agreed that they enjoy working in unstructured situations at a mean of (2.83).The findings are presented in Table 4.44.

Table 4.44: Need for Autonomy

4.5.12 Correlation of Demographic Factors and Need for Autonomy
The aim of this section was to determine whether there was a causal relationship between demographic factors and the need for autonomy in the growth of the business enterprise. It is assumed that the respondents’ demographic profile will determine the entrepreneurs need for autonomy in the growth of their enterprise. The variables under the entrepreneurs need for autonomy included: having competence to the business, the entrepreneurs have the business and financial expertise to run their own business , Job security is extremely important to have a strong need to make business successful by implementing business strategy wisely and the enjoyment in working in unstructured situations. The correlation was significant at the 0.01 level. The findings indicated that there was a strong relationship between the age of the entrepreneur and their competence to have self confidence to run their business at (r=0.432, p>0.01). The relationship was extended to the entrepreneurs having business and financial expertise to run their own business at (r=0.480, p>0.01). Also, job security was extremely important to the entrepreneurs at (r=0.310, p>0.01), there is a strong need to make the business successful by implementing business strategy wisely at (r=0.295, p>0.01) and enjoying working in unstructured situations at (r=0.542, p>0.01). The findings are presented in Table 4.45.

Table 4.45: Correlation of Demographic Factors and Need for Autonomy
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).

4.5.13 Self Confidence
This study sought to analyze how the level of high self esteem can contribute to the growth of the enterprise. It is widely known that self-confidence is associated with an internal locus of control and the successful growth of an enterprise. The findings revealed that the majority of the respondents agreed that they are able to beat around difficulties through strokes of resourcefulness for the growth of their business at a mean of (3.43). This was followed closely by the entrepreneurs having the physical and emotional stamina to withstand the stress of their business at a mean of (3.38), a large number of the respondents agreed that while others see nothing unusual in these surroundings, they are able to perceive in its opportunities for business at a mean of (3.24). Fewer respondents agreed that they have the appropriate skills and qualifications to enhance their productivity in their businesses at a mean of (3.21) and very few respondents agreed that they avoid changing the way things are done in their business at a mean of (2.78). The findings are presented in Table 4.46.

Table 4.46: Self Confidence

4.5.14 Correlation of Demographic Factors and Self Confidence
The aim of this section was to determine whether there was a causal relationship between demographic factors and self confidence in the growth of apparel enterprise. It is assumed that the respondents’ demographic profile will contribute to high self esteem which can contribute to the growth of the enterprise. The variables under self confidence included: having the appropriate skills and qualifications to enhance their productivity in the business, avoiding changing the way things are done in the business, see nothing unusual surrounding the environment for business opportunities, being able to beat around difficulties through strokes of resourcefulness for the growth of the business and having the physical and emotional stamina to withstand the stress of the business.

The correlation was significant at the 0.01 level. The findings indicated that there was a strong relationship between the age of the respondents and them having the appropriate skills and qualifications to enhance their productivity in their business at (r=0.599, p>0.01). The relationship was extended to the respondents seeing nothing unusual in the business surrounding and being able to perceive in it opportunities for business growth at (r=0.616, p>0.01), being able to beat around difficulties through strokes of resourcefulness for the growth of the business at (r=0.261, p>0.01) and having the physical and emotional stamina to withstand the stress of the business at (r=0.271, p>0.01).

There was a significant relationship between the gender of the respondents and the entrepreneurs having the appropriate skills and qualifications to enhance their productivity in the business at (r=0.284, p>0.01). This relationship was extended to the entrepreneurs seeing nothing unusual in the business surrounding, being able to perceive in it opportunities for business at (r=0.309, p>0.01) and being able to beat around difficulties through strokes of resourcefulness for the growth of the business at (r=0.234, p>0.01). The relationship was also significant between the respondents education level and having the appropriate skills and qualifications to enhance their productivity at (r=0.213, p>0.01). The relationship was extended to the entrepreneurs having to avoid changing the way things are done in the business at (r=0.516, p>0.01).

While others see nothing unusual in the business environment to perceive any business opportunities at (r=0.200, p>0.01), being able to beat around difficulties through strokes of resourcefulness for the growth of the business at (r=0.420, p>0.01) and the entrepreneurs having the physical and emotional stamina to withstand the stress of their business at (r=0.215, p>0.01). There was also a significant relationship between the business income level and the entrepreneurs trying to avoid changing the way things are done in the business at (r=0.310). The relationship was extended to the entrepreneurs being able to beat around difficulties through strokes of resourcefulness for the growth of their business at (r=0.361, p>0.01) and having the physical and emotional stamina to withstand the stress of the business at (r=0.375, p>0.01). The findings are presented in Table 4.47.

Table 4.47: Correlation of Demographic Factors and Self Confidence
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).

4.5.15 Innovation
The study aimed to investigate how the entrepreneurs’ innovativeness play a key role in the growth of the Small and Medium Enterprises. Innovation is considered as the driving for the long-term surviving of any organisations and an important aspect of SMEs development (Feldman and Desrochers, 2003). The findings revealed that the majority of the respondents agreed that they value the employees’ knowledge and expertise at a mean of (3.86). This explains why innovative individuals are viewed as having a stock of experience, skills, knowledge accumulated over time. This was followed by respondents agreeing that having a good network of friends, professionals, and business acquaintances to make their business a success at a mean of (3.79), some of the respondents agreed that they can make decisions quickly at a mean of (3.39). A few number of the respondents agreed that they store fabrics and boutiques in accordance with the market environment at a mean of (3.36) and very few respondents agreed they apply market research to understand the business environment better at a mean of (3.15). The findings are presented in Table 4.48.

Table 4.48: Innovation

4.5.16 Correlation of Demographic Factors and Innovation
The aim of this section was to determine whether there was a causal relationship between demographic factors and the innovation of the entrepreneurs. It is assumed that the respondents’ demographic profile will determine their ability to be innovative. The variables under innovation included: making decisions quickly, having a good network of friends professional and business acquaintances, applying market research, storing fabrics and boutiques in accordance with the market environment and valuing employees’ knowledge and expertise. The correlation was significant at the 0.01 level. The findings indicated that there was a strong relationship between the age of the respondents and the ability to make decisions quickly at (r=0.267, p>0.01). The relationship was extended in valuing employees knowledge and expertise at (r=0.654, p>0.01).

The correlation was also significant between gender and the storage of fabrics and boutiques in accordance with the market environment at (r=0.207, p>0.01). There was a strong association between the education level and the application of market research to understand the business environment better at (r=0.280, p>0.01). The business income level and the ability to make business decisions quickly were highly correlated at (r=0.295, p>0.01) were strongly correlated. the relationship was strongly correlated to having a good network of friends professional and business acquaintances to make business a success at (r=0.259, p>0.01), the application of market research to understand the business environment better at (r=0.199, p>0.01), storage of fabrics and boutiques in accordance with the market environment at (r=0.246, p>0.01) and valuing the employees knowledge and expertise at (r=0.507, p>0.01). The findings are presented in Table 4.49.

Table 4.49: Correlation of Demographic Factors and Innovation
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).

In summary, the findings revealed that the majority of the respondents agreed that they worked hard for where they are. There was also a significant correlation between gender and the entrepreneurs working hard to be where they are at and having the ability to achieve. The entrepreneurs felt a great deal of pride when their business was successful.
There was also a strong correlation between the business income level and the entrepreneurs finding a great deal of pride when their business is successful. Most of them were willing to accept both financial and career risks when necessary. There was also a strong association between the business income level and the entrepreneur’s ability to take risks and grow the business. The entrepreneurs believed that there are always new and better ways of doing things and have the customers’ best interest at heart in selling fabrics that they require. The findings indicated that there was a strong relationship between the entrepreneur’s education level and having the customer’s best interest at heart in sell fabrics that they require. Majority of the respondents had a strong need to make their business successful by implementing business strategy wisely and many of the entrepreneurs were able to beat around difficulties through strokes of resourcefulness for the growth of their business.

4.6 Chapter Summary
As regards the scope of SMEs,the expansive focus in demographics, the findings illustrate that the entrepreneurs were as well influenced by such dynamics as examined demographics include knowledge of languages, gender, ethnicity, age, disabilities, mobility, home ownership, employment status, as well as individual location. This observation is as well linked to the price promotion including entrepreneurial characteristics
On the influence of product attributes in the growth of SMEs, findings revealed that the majority of the respondents agreed that they sell the latest fashion of boutiques that are of superior quality. A large number of the respondents also agreed that good brands present a good impression of the firm’s products, designer clothes are sold to perfectly fit the customers well, materials with good colour are sold to the customers and the clothes sold are up to date. A number of the respondents sell apparels that are durable and don’t shrink when washed, style is attached to the garments to satisfy the customers.

On the influence of price promotions on the growth of apparel SMEs, the majority of the respondents agreed that they offer special discounts for garments. On a different view, the findings revealed that the respondents provide high quality clothes to the customers for the value of their money. A large number of the respondents agreed that the price of the fabrics is a major consideration in attracting the customers. Most of the respondents agreed that the customers’ perception of the prices of garments increase the purchase.

On the influence of entrepreneurial characteristics in the growth of SMEs, the findings revealed that the majority of the respondents agreed that they worked hard for where they are. The entrepreneurs felt a great deal of pride when their business was successfully. Most of them were willing to accept both financial and career risks when necessary. They also believed that there are always new and better ways of doing things and have the customers’ best interest at heart in selling fabrics that they require. Majority of the respondents had a strong need to make their business successful by implementing business strategy wisely and many of the entrepreneurs were able to beat around difficulties through strokes of resourcefulness for the growth of their business.
CHAPTER FIVE
5.0 DISCUSSION, CONCLUSIONS AND RECOMMENDATIONS
5.1 Introduction
This chapter provides a discussion on the findings of the research as compared to the findings in the literature review, the summary of the study and recommendations for further improvement in identifying and categorizing important apparel product attributes through pricing and entrepreneurial characteristics that can assist in SMEs growth. The research is concluded on the basis of the conclusions drawn from the research objectives.

5.2 Summary
The main objective of this study was to determine the influence of product attributes, pricing and entrepreneurial characteristics on the growth of apparel SMEs in Eastleigh-Nairobi This study was guided by the following research objectives: To establish the influence of product attributes on the growth of apparel SMEs in Nairobi Kenya, to determine how price promotions influence the growth of apparel SMEs in Nairobi Kenya and to examine the influence of entrepreneurial characteristics to the growth of apparel SMEs in Nairobi, Kenya.

The researcher adopted a descriptive research design which was appropriate in giving conclusive results on the research variables. The population consisted of the Eastleigh business community operating in 24 shopping malls that house 3501 business premises. A sample of 359 owner managers was selected for the study. Random and convenience sampling methods were used in the selection of respondents. Primary data was compiled using questionnaires. It ought to be noted that questionnaires are most effective data collection tool from a widely distributed population. Descriptive statistics such as percentages and frequency distribution was used to analyze the demographic profile of the participants. The mean and standard deviation described each variable under product attributes, price promotions and entrepreneurial characteristics on the growth of SMEs. The mean provided an accurate set of numbers and the standard deviation was a more accurate measure of the spread of data from average. The coefficient of variation was used where the data was skewed. The coefficient of variation was useful because the standard deviation of data was understood in the context of the mean of the data.

On the influence of product attribute in the growth of SMEs, findings revealed that the majority of the respondents agreed that they sell the latest fashion of boutiques that are of superior quality. A large number of the respondents also agreed that good brands present a good impression of the firm’s products, designer clothes are sold to perfectly fit the customers well, materials with good colour are sold to the customers and the clothes sold are up to date. A number of the respondents sell apparels that are durable and don’t shrink when washed, style is attached to the garments to satisfy the customers.

On the influence of price promotions on the growth of apparel SMEs, the majority of the respondents agreed that they offer special discounts for garments. On a different view, the findings revealed that the respondents provide high quality clothes to the customers for the value of their money. A large number of the respondents agreed that the price of the fabrics is a major consideration in attracting the customers. Most of the respondents agreed that the customer’s perception of the prices of garments increase the purchase. The next section is on influence of entrepreneurial characteristics in the growth of SMEs.

On the influence of entrepreneurial characteristics in the growth of SMEs, the findings revealed that the majority of the respondents agreed that they worked hard for where they are. The entrepreneurs felt a great deal of pride when their business was successfully. Most of them were willing to accept both financial and career risks when necessary. They also believed that there are always new and better ways of doing things and have the customers’ best interest at heart in selling fabrics that they require. Majority of the respondents had a strong need to make their business successful by implementing business strategy wisely and many of the entrepreneurs were able to beat around difficulties through strokes of resourcefulness for the growth of their business.

Discussion
This section comprises of discussion of the findings based on the specific research objectives of the study which includes: To establish the influence of product attributes to the growth of apparel SMEs in Nairobi Kenya, to determine how price promotions influence the growth of apparel SMEs in Nairobi Kenya and to examine the influence of entrepreneurial characteristics to the growth of apparel SMEs in Nairobi Kenya.

5.3.1 Product Attribute and the Growth of SMEs
Higher brand status flexibility is more prone to consumer involvement in fashionable clothing (Fischer and Arnold, 1994). The findings revealed that the majority of the respondents agreed that they sell the latest fashion of boutiques that are of superior quality as the main influence on the quality of the product at a mean of (3.43). The results matched Wang and Heitmeyer (2005) findings that achieving quality increases, the sales of products (apparels) it is the responsibility of firms to develop an understanding of what the customers want and cater to their needs which can translate to an increase of future sales and the growth of apparel enterprise. The correlation was also significant between gender and the storage of fabrics and boutiques in accordance with the market environment at (r=0.207, p>0.01). This shows how the male respondents place great importance on the quality of the fabric which can lead to the growth of apparel SME. Hence, the study established that the quality of the product also depends on the gender of the customer. This contradicted findings that the quality attributes of the apparel do not depend on the sex factors (Fischer and Arnold , 1994).

Customers can be inclined to buy certain products due to brand loyalty (Hawkins et al., 2003). In this regard, the findings showed that the majority of respondents agreed that good brands present a good impression of the firm’s products at a mean of (3.53). This shows how brand perception provides a great deal of attention to apparel product attributes. Hence, this was in agreement with Gustafsson and Johnson (2002) findings that an entrepreneur understanding of consumer brand loyalty can improve the business growth and sales volume since the same brand is purchased repeatedly. Also, Hawkins et al. (2003) indicated that there is a widespread recognition of the products quality as being the key to consumer loyalty and marketing success. From this evidence, the apparel brand can serve as a primary motivator of consumer consumption behaviour that influences consumer decision making which can lead to apparel enterprise growth.

Customer satisfaction with the products also demonstrates brand trust (Quintana, 2006). The findings showed that customer’s satisfaction can sometimes be influenced by the brands being sold at a mean of (3.22). The findings indicated that there was a strong relationship between the age of the entrepreneur and brands presenting a good impression of the firm’s products (r=0.265, p>0.01). The relationship was extended to the customer’s preferred brands (r=0.302, p>0.01) and customer satisfaction is influenced by the brands (r=0.261, p>0.01). The evidence matched Hennig-Thurau, Gwinner, and Gremler (2002) findings that brand trust fosters loyalty and confidence in the service provider. Quintana (2006) also explains that when it comes to the customers minds is their perceptions of the quality of goods and service one encounter that determines the value of the product which is essential for the growth of apparel SMEs.

Familiarity with the designer of apparel can be a key motivator in the consumer purchasing decision (DeLong et al., 2002). The findings indicated that the majority of the respondents agreed that they sell designer clothes that perfectly fit the customers at a mean of (3.14). Good designer clothes are associated with status when wearing recognized brand names. A large proportion of the entrepreneurs were aware that they accurately sell labels that reflect the design of the garment. Familiarity with the brand’s design offers an explanation to consumers’ behavioural responses which is also supported by Hennig-Thurau, Gwinner, and Gremler (2002) arguments that when the consumers identify a specific image projection of a particular brand, he or she would create greater preferences towards the brand. This implies that a familiar and desirable designer label is used by consumers to express themselves which is common in the apparel fashion industry.

Colour is an essential factor in the appearance of apparels. The majority of the respondents agreed that they sell materials with good colour and the entrepreneurs agreed that they wouldn’t like to sell clothes with colours that customers don’t like at a mean of (3.46). This shows how colour was an essential factor in the purchase of apparels. The findings contradicted Wu and Delong (2006) findings that revealed consumers placed importance on comfort and fit while evaluating jeans. On the other hand, the findings were supported by DeLong et al. (2002) who revealed that consumers prefer clothes with the most appropriate colours and up to date. The same applies to the purchase of fashionable and designer textile. Hence, apparel SMEs should store apparel items that possess strong positive attitudes towards brands that show high level of fashion clothing to acquire new customers and retain the old ones through repeat purchases in the growth of the apparel enterprise.

Reliability of the products is an important attribute for the purchase of apparel (Bearden and Shimp, 2002). The results showed that the majority of the respondents agreed that they sell clothes that are durable and don’t shrink when washed as the main influence on customers to buy reliable apparels at a mean of (3.43). Reliability of the apparel was expressed in the quality of the clothing. The findings indicated that there was a strong relationship between the age of owner and the quality of the clothes which doesn’t shrink when washed at (r=0.296, p>0.01) and the relationship was extended to the entrepreneurs dealing with reliable garments at (r=0.187, p>0.01). In addition, the growth of the enterprise was related with selling durable clothes (r=0.270, p>0.01) and reliable garments (r=0.266, p>0.01). Thus, the findings indicated that the majority of the respondents agreed that the customers attach importance to the style of the garments and the association was significant among younger respondents. These findings were supported by Delgado-Ballester (2004) who posits that attaching importance on the brand reliability fosters consumer trust and loyalty. Therefore, reliability of the garments was an essential factor that could be considered to contribute to the growth of the apparel SMEs.

The consumer’s perception of product depends on the consumer’s product experience (Westbrook, 2007). The findings showed that the majority of the respondents established that they sell brands that satisfy the their customers as the main influence in selling more apparels at a mean of (3.53). The findings indicated that there was a strong relationship between the age of owner and the brand satisfying the customers (r=0.368, p>0.01) and the clients finding it exciting in buying the fabrics at (r=0.342, p>0.01). The business income level and the brand satisfying the customers were significantly correlated at (r=0.229, p>0.01). Consumer attention on the product quality played a great role in consumption of apparel products which contradicted Hopkinson and Pujari (2009) study that the high emphasis on appearance of the garment products plays a key role in the consumer consumption. The evidence reveals that the quality of the apparel products explains the consumer’s shopping motivation that can lead to apparel SMEs growth.

In summary, the respondents claimed that the customers place great importance on the quality of the fabric which can lead to the growth of apparel SME. This shows how brand perception provides a great deal of attention to apparel product attributes. When it comes to the customers ,the individual perceptions of the quality of goods and service encountered determines the value of the product which is essential for the growth of apparel SMEs. Good designer clothes are associated with status when wearing recognized brand names. Consumers prefer clothes with the most appropriate colours and up to date. The same applies to the purchase of fashionable and designer textile. Reliability of the products was considered an important attribute for the purchase of apparel. The findings showed that the majority of the respondents agreed that they sell brands that satisfy the customers as the main influence in selling apparels. The next section discusses the influence of price promotions on the growth of apparel SMEs.

5.3.2 Price Promotions and SMEs Growth
Price discounts are popular because they stimulate immediate purchase of the promoted product that result in to the sales increase in apparel SMEs growth (Rao and Monroe, 2008). The majority of the respondents revealed that they offer special discounts for garments at a mean of (3.67). Price discounts are observable and measurable, and, because they often increase store traffic, they may support SMEs relationships with customers by ensuring that a brand is well stocked and has adequate shelf space (Hopkinson and Pujari, 2009). To support these findings, Ehrenberg et al. (2004) conclude that price discount provides a brand with a feature that enhances its salience and encourages consumers to consider that brand over others in their brand range. This implies that a price discount encourages consumers to consider that brand over others in their brand range.

Price discounts may stimulate immediate purchase from non users (Ehrenberg et al., 2004). The findings revealed that price promotions encouraged product trial among nonusers and it was very effective in increasing sales at a mean of (3.57). The level of education was also strongly correlated with price promotions in SME sales (r=0.384, p>0.01). There was no significant relationship between the respondents’ education level and price promotions in SME sales which was considered in this study but Bearden and Shimp (2002) established that price promotion was used to encourage product or service trial among nonusers but not to target existing consumers. This contradicted Ehrenberg et al. (2004) that sales discounts are an important influence to change the consumer’s attitude and perception towards the purchase of a product. Thus, it is important for entrepreneurs to understand how price promotional information on apparels can be used to target consumers with no prior experience with brands for the sake of their apparel enterprise growth.

The value of the apparels is essential when the criteria of product evaluation are unclear (Scott and Yalch, 2000). The findings revealed that the respondents provide high quality clothes to the customers for the value of their money at a mean of (3.45). Lee (2000)’s research verified that consumers with high materialistic tendencies tend to give favourable evaluations on a high priced product and unfavourable evaluations on a low priced product relative to consumers with low materialistic tendencies. This implies that consumers with high brand loyalty are willing to pay a premium price for their favoured brand and so their purchase intention is not easily affected by price (Bearden and Shimp, 2002). Hence, any changes in prices may lead to conflict in the perceived value and quality of the apparel product with alternative brands. This is consistent with Scott and Yalch (2000) findings that when a brand that has never done a price promotion before undertakes one, the brand will most likely suffer damage in the quality evaluation rather than increase in market share and long term SMEs growth. This shows that consumers with high brand loyalty are willing to pay a premium price for their favoured brand that matches the value of the apparels.

An SME that strives to be a low cost provider of a product or service attracts a wide range of customers (Porter, 2005). The respondents agreed that pricing the products reasonably enables the business to gain a wider market share at a mean of (3.91). The majority of the respondents agreed that the customer’s perception of the prices of garments increase the purchase at a mean of (3.61). Pricing is a powerful competitive approach in markets where many buyers are price sensitive which is consistent with Thompson and Strickland (2006) whose findings showed that the aim of being a low cost provider is to open up a sustainable cost advantage over competitors and then use the company’s lowest cost edge as a basis for either under pricing competitors and gaining market share at their expense or earning a higher profit margin by selling at the going market price. On the other hand, Tybout and Scott (1983) contradict Thompson and Strickland (2006) by arguing that there is a significant difference when the effect of price promotion before and after the consumption of the product which has lowers effect on the consumer with well defined internal knowledge structures. With both arguments, it implies that consumer’s price sensitivity will be adjusted by the prior knowledge of the garment products but also the perceived price of the apparel are important considerations that can contribute to the growth of apparel SMEs.

The findings also revealed that the majority of the respondents agreed that the price of the fabrics was a major consideration in attracting the customers. A large number of the respondents agreed that the prices that they charge are right at a mean of (3.61). The prices of products can or increase or reduce perceived the perceived value of the product as regards the client’s perception (Bearden and Shimp, 2002). There was also a strong association between the level of the entrepreneurs education and charging the right prices at (r=0.273, p>0.01). The relationship was not evident in the study (Scott and Yalch, 2000). Instead, their study established that the price of the garment provided a prediction value which was relevant in indicating the relevant value of the product. This signals the possible perception that entrepreneurs can use to affect value perceptions which are consistent with the findings of Wang and Heitmeyer (2005) that the selection of a strategy for a particular product or market segment depends on its customers’ definition of value. Thompson and Strickland (2006) argue that strategies based on customer value standards and perceptions will channel the SME resources more effectively and will meet customer expectations better than those based on the firm’s standards. Therefore when an apparel brand that has never done a price promotion before undertakes one, the brand will most likely suffer damage in the quality evaluation rather than increase in market share and long term SMEs growth.

In summary, price discounts are popular because they stimulate the immediate purchase of the promoted product that result in to the sales increase in apparel SMEs growth. The findings revealed that price promotions encouraged product trial among nonusers and it was very effective in increasing sales. Consumers with high brand loyalty are willing to pay a premium price for their favoured brand and so their purchase intention is not easily affected by price. The majority of the respondents agreed that the customer’s perception of the prices of garments increase the purchase. The customers prices of products can reduce perceived the perceived value of the product. An apparel brand that has never done a price promotion will most likely suffer damage in the quality evaluation.

5.3.3 Entrepreneurial Characteristics and the Growth of SMEs
A person’s need to strive hard to attain success as a way of life rather than a simple drive can contribute to SMEs growth (McClelland, 1961). The findings revealed that the respondents agreed that they worked hard for where they are at a mean of (3.86). High achievers set demanding targets and were proactive and bold in setting about accomplishing objectives (Norton and Moore, 2002). There was also a significant correlation between gender and the entrepreneur working hard to be where they are at (r=0.354, p>0.01). The association between males and the entrepreneur hard to be where they were was not outlined in Clark and Lovell (1953) study. Instead, Clark and Lovell (1953);arguments suggest that people with a strong drive to achieve tend to take immediate responsibility for tasks, display initiative, are inclined to plan and control events, and want concrete feedback about their level of performance. Norton and Moore (2002) add that the high achievers spend time thinking about doing things better for the success and growth of their business which can contribute to growth of the apparel SMEs.

High achievement-oriented individuals contributed to the rapid growth of their enterprise. The findings revealed that a large number of the respondents agreed that they have confidence in their ability to achieve at a mean of (3.81). This matched Xu and Ruef (2004) findings that revealed an orientation towards achievement which should be deliberately cultivated through socialization, that is, individuals should learn entrepreneurial behaviour. A number of the respondents agreed that they have a strong need to make their business succeed despite of the uncertainties at a mean of (3.79). Some of the respondents believe that they have the qualities to make their business grow and be successful at a mean of (3.73). This implies that there is a strong correlation between need for achievement and the propensity to grow apparel SMEs. The relationship was extended to the entrepreneur qualities to make their business grow and be successful at (r=0.408, p>0.01), working hard to be where they are at (r=0.446, p>0.01), the entrepreneurs spend time thinking about doing things better for the success and growth of their business at (r=0.407, p>0.01). However, this evident in Cromie (2010) study which illustrates the stydy had little association as concerns the need for achievement and the propensity to start and grow a business such as apparel SMEs.

An entrepreneur’s innate beliefs can influence an enterprises growth or performance rather than by external factors (van Praag and Ophem, 1995). The findings revealed that the majority of the respondents agreed that they feel a great deal of pride when their business is successfully at a mean of (3.80). A good number of the respondents agreed that they have good knowledge and skills to run their business successful (r=0.215, p>0.01). This shows how entrepreneurs can determine the growth of their business. This is consistent with Ciavaralla (2004) findings that entrepreneurs have an internal locus of control and they display initiative in proactively seeking out innovative business opportunities and marshalling requisite resources. SME entrepreneurs who do not feel that they can exercise control in accomplishing these tasks are unlikely to grow their businesses. Hence, this implies that high achievers are fundamental to the growth of apparel SMEs.

Success in apparel SMEs’ growth has been experienced by entrepreneurs who feel in control (Ciavaralla, 2004). The respondents agreed that they accomplish most when alone, under no direct supervision or anyone and very respondents agreed that they find it difficult asserting themselves against the opinion of majority at (r=0.550, p>0.01). This perceptions of control are influenced by experience. This is supported by Ciavaralla (2004) whose established that people feel in control when they possess the attributes, knowledge, and skill to complete a particular task and that there are many political, social, organizational, and interpersonal forces that assist or constrain the acquisition of skill. Chell et al. (1991) concur that the feelings of control will depend on the specific task being considered and by recent experience. Chen et al. (2008) adds that entrepreneurship is a generic task and their measure of entrepreneurial self-efficacy and business growth relates to the general activities such as innovation, marketing and management. This research reveals that such characteristics (locus of control) of entrepreneurship may translate in to the growth of the apparel SMEs.

Entrepreneurs have a positive attitude towards uncertainty in pursuing their business growth objectives (Norton and Moore, 2002). The majority of the respondents agreed that they are willing to accept both financial and career risks when necessary at a mean of (3.78). This shows how enterprising people and entrepreneurs seek and realize productive opportunities and consequently SME’s growth in an uncertain environment. It also portrays that some entrepreneurs have a greater propensity to take risks in the growth of their enterprises. Batjargal (2007) concurs that entrepreneurs tend to think in non-conventional ways, challenge existing assumptions, and they are flexible and adaptable in their problem solving.

Another element that differentiates entrepreneurs from non entrepreneurs is creativity. Creativity can influence the growth in apparel SMEs. A large number of the respondents agreed that they believe there are always new and better ways of doing things at a mean of (3.56). This is where enterprising individuals develop new ideas, spot market opportunities, or combine existing ideas and resources in different ways to create additional value for apparel SMEs. This is consistent with Koh (1996) study that creativity is considered as prerequisite for successful entrepreneurship in the growth of enterprises .however, Bowman (1985) argues that the essential features differentiating entrepreneurs from non entrepreneurs is risks and uncertainty. However, the current study reveals that creativity may create additional value in growth of the apparel SME.

Entrepreneurs’ innovativeness and characteristics play a key role in the growth of their SMEs (Batjargal, 2007). The findings revealed that the majority of the respondents agreed that they are able to beat around difficulties through strokes of resourcefulness for the growth of their businesses at a mean of (3.43). Innovation is considered as the driving for the long-term surviving of any organisations and an important aspect of SMEs development. These findings are consistent with Batjargal (2007) study that established innovative individuals are viewed as having a stock of experience, skills, knowledge accumulated over time as related research has consistently shown that entrepreneurs should have locus of control determine the growth of the enterprise (van Praag and Ophem, 1995). Malach-Pines (2007) describe innovators as catalysts of change that continuously do things that have not been done before and who do not fit established patterns. The focus on entrepreneurs is particularly justified when investigating innovation in the context of growth of the apparel Small- and Medium-sized Enterprises (SMEs). These results reveal that innovative attributes are also associated with the establishment, success and the growth of apparel SMEs in Eastleigh area.

In summary, the findings revealed that the respondents agreed that they worked hard for where they are. An orientation towards achievement should be deliberately cultivated through socialization. The findings revealed that the majority of the respondents agreed that they feel a great deal of pride when their business is successful. Success in growth of apparel SMEs has been experienced by entrepreneurs who feel are in control. The majority of the respondents agreed that they are willing to accept both financial and career risks when necessary. Creativity can influence the growth in apparel SMEs. Innovation is considered as the driving for the long-term surviving of any organisations and an important aspect of SMEs development. However, it ought to be noted that this study have explored diverse gaps within the growth of apparel SMEs. Some of the gaps touch on the role of price promotion, innovation as well as marketing. These factors are imperative in determining the scope of expansive growth of the apparel SMEs in Eastleigh. Likewise, the study has not examined the role of family business, partnership or the dynamics of limited companies in enhancing the growth of the apparel SMEs. The findings established there is a greater correlation between the gender, price and the quality of the apparel and this has played a considerable role in establishing apparel SMEs.

Conclusions
Based on the findings of the study, the following conclusions were based on the influence of product attributes, pricing and entrepreneurial characteristics on the growth of apparel SMEs.

Product Attribute and the Growth of SMEs
It is evident, the majority of the respondents place great importance on the quality of the fabric which can lead to the growth of apparel SME. The apparel brand can serve as a primary motivator of consumer consumption behaviour that influences consumer decision making which can lead to apparel enterprise growth. Customers can be inclined to buy certain products due to brand loyalty. Customer satisfactions with the products also demonstrate brand trust. Familiarity with the designer of apparel can be a key motivator in the consumer purchasing decision. This shows how brand perception provides a great deal of attention to apparel product attributes. Good designer clothes are associated with status when wearing recognized brand names. Colour is an essential factor in the appearance of apparels.
Style
The majority of the respondents agreed that the customers attach importance to the style of the garments and the association was significant among younger respondents. Consumer attention on the product quality played a great role in consumption of apparel products. When it comes to the customers minds is their perceptions of the quality of goods and service one encounter that determines the value of the product which is essential for the growth of apparel SMEs.
Quality
Quality is a paramount constituent of any product or services. It is evident that the provision of high quality apparels by the industrialists spurred the growth of the apparel SMEs.
Price
Within each market segment, the scope of price is indispensable since this determines the rate of purchase which translates either to growth or retardation. As regards the growth of SMEs, the friendly prices which appealed to the populace were equally a predominant growth factor.
Brand
The market is more established within a specific economic concentration, in this way the most affordable brands as noted in the study played a pivotal role in the way the growth of the apparel SMEs gained root.

Price Promotions and SMEs Growth
Price discounts are popular because they stimulate immediate purchase of the promoted product that result to the sales increase in apparel SMEs growth. There was a significant relationship between the respondents’ education level and price promotions in SME sales. Price discounts may stimulate immediate purchase from non users. This implies that a price discount encourages consumers to consider that brand over others in their brand range. The value of the apparels is essential when the criteria of product evaluation are unclear. Consumers with high brand loyalty are willing to pay a premium price for their favoured brand and so their purchase intention is not easily affected by price. Majority of the respondents agreed that the customer’s perception of the prices of garments increase the purchase. An SME that strives to be a low cost provider of a product or service attracts a wide range of customers price of the fabrics was a major consideration in attracting the customers. Any changes in prices may lead to conflict in the perceived value and quality of the apparel product with alternative brands. This implies that consumer’s price sensitivity will be adjusted by the prior knowledge of the garment products but also the perceived price of the apparel is important considerations that can contribute to the apparel SMEs growth
5.4.3 Entrepreneurial Characteristics and the Growth of SMEs
People with a strong drive to achieve tend to take immediate responsibility for tasks, display initiative, are inclined to plan and control events, and want concrete feedback about their level of performance. High achievement-oriented entrepreneurs contributed to the rapid growth of their enterprises. This implies that there is a strong association between need for achievement and the propensity to grow apparel SMEs. An individual’s innate can belief that their enterprise growth or performance is determined by their own actions rather than by external factors. A good number of the respondents agreed that they have good knowledge and skills to run their business successful. Success in apparel SMEs growth has been experienced by entrepreneurs who feel in control. Entrepreneurs have a positive attitude towards uncertainty in pursuing their business growth objectives. Another element that differentiates entrepreneurs from non entrepreneurs is creativity. Entrepreneurs’ innovativeness and characteristics play a key role in the growth of their SMEs. This research reveals that innovation may translate to the growth of the apparel SMEs

Recommendations for Improvement
Suggestions for Improvements
Product Attribute and the Growth of SMEs
This study recommends that entrepreneurs should place great importance on the quality of the fabric which can lead to the growth of apparel SME. This shows how brand perception provides a great deal of attention to apparel product attributes. Providing high quality brands of apparel products is essential for the growth of their SMEs. Storing designer clothes will make customers buy the products as a result lead to brand loyalty which is a key motivator in the consumer purchasing decision. The store owners should also sell apparels with appropriate colours, fashion and designer. Reliability of the apparels is another important attribute for attracting buyers. In turn this can lead to a great consumer’s experience of the products and eventual satisfaction. Therefore, the apparel SMEs should store apparel items that possess strong positive attitudes towards brands that show high level of fashion clothing to acquire new customers and retain the old ones through repeat purchases in the growth of the apparel enterprise.

Price Promotions and SMEs Growth
This study recommends that price discounts should be explored to stimulate immediate purchase of the promoted product that can result to apparel SMEs growth. Price discounts may also stimulate immediate purchase from non users. Store owners should sell familiar brands to enhance consumers brand loyalty and encourage them to pay premium prices for their favoured brands. Also, the customer’s perception of the prices of garments increases their purchase. Price promotions should be done to attract a wide range of interest from the customers to purchase the apparels in an attempt to grow their enterprises. Thus, it is important for entrepreneurs to understand how price promotional information on apparels can be used to target consumers with no prior experience with brands for the sake of their apparel enterprise growth

Entrepreneurial Characteristics and the Growth of SMEs
This study recommends that entrepreneurs should work hard to attain the success and the growth of their enterprise. Entrepreneurs should have a strong drive to achieve tend to take immediate responsibility for tasks, display initiative, are inclined to plan and control events, and want concrete feedback about their level of performance. Entrepreneurs should cultivate their skills through socialization for rapid growth of their enterprise. The enterprise growth should be determined by their own actions rather than by external factors. Entrepreneurs should have a positive attitude towards uncertainty in pursuing their business growth objectives. They should also have a strong need to make their business successful by implementing their business strategy wisely. The use of creativity as well as innovativeness should be maximised as it may translate to the growth of the apparel SMEs.

5.5.2 Recommendations for Further Studies
The study is conducted among apparel entrepreneurs. The study suggests that future researchers can conduct the same study among customers to make the research even more realistic and authenticated. This is because consumers as compared to the sellers may behave differently when responding to the product attributes and price promotions. Therefore, future research could consider these aspects in expanding on the scope of the research.
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APPENDICES
APPENDIX A: INTRODUCTORY LETTER

Abdirashid Mohamed Abdi
P.O. Box 16314-00610
Nairobi, Kenya.

Dear Sir/Madam,

RE: REQUEST TO PARTICIPATE IN A RSEARCH STUDY
I am a student at the United States International University Africa undertaking a degree in the Executive Masters in Organizational Development (EMOD). I am carrying out a research as part of the program degree requirements on the influence of product attributes, pricing and entrepreneurial characteristics on the growth of apparel SMEs in Eastleigh-Nairobi.

Given your unique position and experience as an entrepreneur, you have been selected as one of the respondents. Your role in this study will only involve completing a questionnaire. The questions to be asked will relate to your experience and opinions in your area of specialization. It is important that you understand that there is no correct or wrong answer. This research is aimed at allowing you to provide details about what you honestly think.

Please note that any information you give will be treated with confidentiality and at no instance will it be used for any other purpose other than for this project. Your assistance will be highly appreciated. I look forward to your prompt response.

Thank you for your indulgence.

Abdirashid Mohamed Abdi
e-mail: cafatex@yahoo.com

APPENDIX B: QUESTIONNAIRE FOR SME ENTREPRENEURS
The purpose of this research is to determine the influence of product attributes, pricing and entrepreneurial characteristics on the growth of apparel SMEs in Eastleigh-Nairobi.

Please note that any information you give will be treated with confidentiality and at no instance will it be used for any other purpose other than for this project. Your assistance will be highly appreciated. I look forward to your prompt response.

Section I: General information
Kindly tick (√) where applicable and do not indicate your names or personal number.
Name of SME…………………………………………………………
Name of Owner…………………………………………………………
Location of the business…………………………………………………..
Age of Owner…………………………………………………………………….

Gender : Male Female

Education:
Primary school Secondary school
College level University level

Business Income Level (In Kenya Shillings) per Month at the start-up
0 – 10,000 10,001 – 30,000
30,000 – 50,000 50,001 and above

Income Level (In Kenya Shillings) per Month at the moment
0 – 10,000 10,001 – 30,000
30,000 – 50,000 50,001 and above

Business Assets Level (In Kenya Shillings) at the start-up
0 – 50,000 50,001 – 100,000
100,001 – 150,000 150,001-200,000
200,000 and above

Business Assets Level (In Kenya Shillings) at the Moment
0 – 50,000 50,001 – 100,000
100,001 – 150,000 150,001-200,000
200,000 and above

Legal status of the enterprise
Family-Owned Sole Business
Private Limited Partnership
Others: Explain _________________
Number of Employees at the start up
0 – 10 11 – 20
21 – 30 31-40
40 and above

Number of Employees at the moment
0 – 10 11 – 20
21 – 30 31-40
40 and above

Current Situation of Enterprise:
Declining Struggling to Survive
Maturing Completely New Business
Growing Continuing

What is your business Industry?

Ready-made clothes Textile Materials
Boutique Electronics
Shoes
Other………………………………..
Section II: Influence of Product Attribute in the Growth of SMEs
The product attributes will influence the consumers towards the consumption of a particular apparel brand that can translate to SME’s growth. An attractive product attribute creates positive feelings for the preferred brand that are likely to be held in the memory of the consumers for a very long time. The study aims to investigate whether reinforcing these attributes will acquire and retain customers. Indicate the extent to which you agree with the following statements by using a scale of 1 to 4 where 1= strongly disagree and 4 = strongly agree. Circle (O) which best describes your opinion of the statement.

What other product attributes not mentioned above contribute to the growth of SMEs?
………………………………………………………………………………………………………………………………………………………………………………

Section III: Influence of Price Promotions in the Growth of SMEs
Price promotions involve being the overall low cost provider of a product or service that appeal to a wide range of customers. Price promotion is a powerful competitive approach in markets where many buyers are price sensitive. The study aims to investigate price promotion opens up a sustainable cost advantage over competitors and likely to contribute to SMEs growth development. Indicate the extent to which you agree with the following statements by using a scale of 1 to 4 where 1= strongly disagree and 4 = strongly agree. Circle (O) which best describes your opinion of the statement.
What are other factors not mentioned above contribute to the growth of SMEs?
………………………………………………………………………………………………………………………………………………………………………………

Section IV: Influence of Entrepreneurial Characteristics in the Growth of SMEs
Entrepreneurs skills help make the consumers aware about the apparel product attributes offered in a distinctive pattern so that the customer to correctly identify and choose the brand from a cluttered basket. An entrepreneur can use creativity and innovation to drive distinctive brand ideas in the enterprise growth. Consumers experience the brand idea only through the strategic actions of the entrepreneur characteristics in the market place. The study aims to investigate whether the entrepreneurial characteristics can create strong product attributes of apparel products in consumers’ mind. Indicate the extent to which you agree with the following statements by using a scale of 1 to 4 where 1= strongly disagree and 4 = strongly agree. Circle (O) which best describes your opinion of the statement.

What are other entrepreneurial characteristics not mentioned above contribute to the growth of SMEs?
………………………………………………………………………………………………………………………………………………………………………………

Herman Bailey

With a student-centered approach, I create engaging and informative blog posts that tackle relevant topics for students. My content aims to equip students with the knowledge and tools they need to succeed academically and beyond.

task sample 9

by Sarah Bentley | Aug 15, 2026 | Essays | 0 comments

ASSESSING THE IMPACT OF REWARD MANAGEMENT SYSTEM ON EMPLOYEE RETENTION
A case study on IKEA-London
By
xxxxxxxxxxxx
A DISSERTATION SUBMITTED IN PARTIAL FULFILMENT OF THE
REQUIREMENTS FOR THE DEGREE OF MBA INTERNATIONAL
HUMAN RESOURCE MANAGEMENT
Word Count – 14,125
April, 2015

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ACKNOWLEDGEMENT
My sincere appreciation goes to xxxxxxxx for the patience and guidance he exhibited while supervising me. My dissertation would not have been possible without his valuable experience and support.
I would also like to thank the other HR tutors for the immense knowledge imparted to me during my studies.
I am also grateful to the participants who gave their time out to aid my data collection.
My final appreciation goes to my Fiancé, family and friends for their support, inspiration and motivation.

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ABSTRACT
The study was centred on finding the impact reward management has on employee retention at IKEA in London. The research objectives were to identify the components of reward management systems and how well they motivate employees to stay in an organisation. Various motivational theories have also been analysed to ascertain how they affect employee behaviour.
The literature review was used as a secondary data to get ideas on earlier researches done on reward management. It also helped in getting various definition for reward management as well as its evolution, challenges and importance.
The case study method was used to gain in-depth knowledge and understanding of the nature of reward management. The questionnaire was adopted to collect qualitative data from employees of the case study company. The researcher was able to cover 64% response rate which meets the minimum requirement. Data collected was analysed and findings used to make recommendations.
The research has proven that such theories as Herzberg (the two-factor theory), Maslow (Hierarchy of needs) and Vroom (expectancy theory) are still applicable in contemporary business environment although they have their limitations. However no one theory can be applied universally. Also reward management has a positive influence on employee retention when organisations handle it well and vice versa.
Limitations of this research had to do with the smaller sample size used as result of the time constraints. This will inhibit a larger generalisation of the findings. Again respondents were more subjective rather than objective.

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Table of Contents
1.0 RESEARCH BACKGROUND ……………………………………………………………………………………………………….. 7 1.1 Introduction ………………………………………………………………………………………………………………………. 7 1.2 Research Company Background …………………………………………………………………………………………… 8 1.3 Research Questions ……………………………………………………………………………………………………………. 9 1.4 Reasearch Objectives ………………………………………………………………………………………………………….. 9 2.0 LITERATURE REVIEW …………………………………………………………………………………………………………….. 10 2.1 Purpose of Literature Review (LR) ………………………………………………………………………………………. 10 2.2 An overview of Reward Management System ………………………………………………………………………. 10 2.3 CONCEPTUAL FRAMEWORK OF THE STUDY …………………………………………………………………………. 12 2.4 Definition of Reward Management …………………………………………………………………………………….. 13 2.5 Objectives of Reward Management System …………………………………………………………………………. 16 2.6 Characteristics of Reward Management System …………………………………………………………………… 18 2.6.1 Intrinsic Reward …………………………………………………………………………………………………………. 19 2.6.2 Extrinsic Reward …………………………………………………………………………………………………………. 21 2.7 Structure of Reward Management System …………………………………………………………………………… 22 2.7.1 Performance Related Pay (PRP) ……………………………………………………………………………………. 22 2.7.2 Payments …………………………………………………………………………………………………………………… 23 2.7.3 Promotions ………………………………………………………………………………………………………………… 24 2.7.4 Incentives ………………………………………………………………………………………………………………….. 24 2.7.5 Wages ……………………………………………………………………………………………………………………….. 25 2.7.6 Legislation …………………………………………………………………………………………………………………. 27 2.7.7 Taxation …………………………………………………………………………………………………………………….. 28 2.7.8 Social System ……………………………………………………………………………………………………………… 28 2.8 Challenges of Reward Management ……………………………………………………………………………………. 28 2.8.1 People ………………………………………………………………………………………………………………………. 29 2.8.2 Performance………………………………………………………………………………………………………………. 30 2.8.3 Productivity ……………………………………………………………………………………………………………….. 31 2.8.4 Profitability ………………………………………………………………………………………………………………… 31 2.9 Theoritical Underpinning …………………………………………………………………………………………………… 31 2.9.1 Vroom’s Expectancy Theory…………………………………………………………………………………………. 32 2.9.2 Maslows Hierarchy of Needs ……………………………………………………………………………………….. 33

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2.9.3 Herzberg Two Factor Theory ………………………………………………………………………………………… 35 2.10 Reward and Retention …………………………………………………………………………………………………….. 35 2.11 SUMMARY ……………………………………………………………………………………………………………………… 37 3.0 RESEARCH DESIGN AND METHODOLOGY ………………………………………………………………………………… 38 3.1 – INTRODUCTION ……………………………………………………………………………………………………………… 38 3.2 RESEARCH PHILOSOPHY …………………………………………………………………………………………………….. 39 3.3 RESEARCH APPROACH ………………………………………………………………………………………………………. 41 3.4 RESEARCH DESIGN ……………………………………………………………………………………………………………. 42 3.4.1 Quantitative data ……………………………………………………………………………………………………….. 42 3.4.2 Qualitative data ………………………………………………………………………………………………………….. 43 3.5 RESEARCH STRATEGY ………………………………………………………………………………………………………… 44 3.5.1 Survey ……………………………………………………………………………………………………………………….. 44 3.5.2 Experiments ………………………………………………………………………………………………………………. 44 3.5.3 Case Study …………………………………………………………………………………………………………………. 45 3.6 RESEARCH METHODS ………………………………………………………………………………………………………… 45 3.6.1 Interview …………………………………………………………………………………………………………………… 46 3.6.2 Observation ……………………………………………………………………………………………………………….. 46 3.6.3 Questionnaire ……………………………………………………………………………………………………………. 46 3.7 SAMPLING METHODS………………………………………………………………………………………………………… 48 3.8 DATA COLLECTION ……………………………………………………………………………………………………………. 48 3.9 DATA ANALYSIS ………………………………………………………………………………………………………………… 49 3.10 RESEARCH VALIDITY AND RELIABILITY ……………………………………………………………………………….. 49 3.11 ETHICAL CONSIDERATION ………………………………………………………………………………………………… 50 3.12 RESEARCH SCOPE AND LIMITATIONS…………………………………………………………………………………. 51 3.13 SUMMARY ……………………………………………………………………………………………………………………… 51 4.0 DATA ANALYSIS AND FINDINGS ……………………………………………………………………………………………… 52 4.1. OVERVIEW ………………………………………………………………………………………………………………………. 52 4.2. DATA ANALYSIS FRAMEWORK …………………………………………………………………………………………… 52 4.3 ANALYSIS OF FINDINGS ……………………………………………………………………………………………………… 53 4.3.1. Demographic information …………………………………………………………………………………………… 53

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4.3.2: Component and the effectiveness of the reward management practices meeting Employees Needs ……………………………………………………………………………………………………………………………….. 58 4.3.3 Reward Management and Employee Motivation ……………………………………………………………. 61 4.3.4 Reward Management and Employee Retention ……………………………………………………………… 64 4.4 DISCUSSION AND FINDINGS ……………………………………………………………………………………………….. 68 4.4.1 Demographic data ………………………………………………………………………………………………………. 68 4.4.2 Reward management system meeting employee needs………………………………………………….. 68 4.4.3 REWARD MANAGEMENT AND MOTIVATION …………………………………………………………………. 70 4.4.4 REWARD MANAGEMENT AND EMPLOYEE RETENTION ……………………………………………………. 71 4.5 SUMMARY ……………………………………………………………………………………………………………………….. 72 5.0 CONCLUSION AND RECOMMENDATIONS ………………………………………………………………………………… 73 5.1. Conclusion ………………………………………………………………………………………………………………………. 73 5.2 Recommendations ……………………………………………………………………………………………………………. 74 6.0 REFERENCES ………………………………………………………………………………………………………………………… 76 7.0 APPENDIX ……………………………………………………………………………………………………………………………. 79 7.1 Research Questionnaire …………………………………………………………………………………………………….. 79 7.2 Meeting Diary…………………………………………………………………………………………………………………… 83

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CHAPTER ONE
1.0 RESEARCH BACKGROUND
1.1 Introduction
The area of reward management system in people management is complex as it is fascinating. One of the supporting pillars of employment relation is employee reward. How it is managed determines the quality of what comes out of the relationship. Employee satisfaction and their desire to stay in the organization have been linked to have positive relationship with organizational reward management system. To raise the morale, efficiency and cooperation among employees, the implementation of a fair, equitable and consistent reward management system is paramount. Employee rewards are classified into extrinsic (tangible) and intrinsic (intangible). These will be discussed into details in the following chapter.
The aim of this study is to analyse the impact of reward management system on employee retention at IKEA London. It seeks to dive into how reward systems is able to motivate and retain employees. A lot of changes have evolved over the years as organisations try to structure its reward system in order to suit each employee. This was to be a solution in reducing employee turnover. From the 70s through to recent, the life span of employees have decreased from 25years to 2yerars. The research will reveal what exactly it is that motivate employees and what they expect from their employers. Models and theories will be analysed through literature review to understand and establish the rationale behind human behaviour. The study will also help to acknowledge earlier works done on the effectiveness of reward systems.

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The reasons why employees will stay or leave an organisation is largely dependent on how they are motivated and organisations mostly do this through reward systems. It is therefore necessary that factors that motivate or cause dissatisfaction among employees are identified to help organisations put up an effective reward system to retain its employees. This study will therefore choose the right methodology to go in-depth through a case study. Based on the findings that will be gathered, conclusions and recommendations will be drawn to set guidelines for the organisations on how to reward employees so as to retain its employees to avoid high turnover which in effect is costly to the organisation.
1.2 Research Company Background
IKEA is a multinational group of companies that basically designs and sells ready-to-assemble furniture. It was founded in Sweden in 1943 by Ingvar kamprad. Today, it is the world’s largest furniture retailer with 351 stores in 46 countries. It has over 139,000 employees with the vision to ‘create a better everyday life for the many people’. IKEA employs diverse group of people and have a shared humanistic values. These values are maintained across all the branches including the branch chosen for this study.
Due to the diverse nature of the employees, it is very challenging for the human resource department of the company to constitute a reward system that meets the many needs of these employees. It therefore becomes a challenge for employees to be motivated and retained if reward systems are not tactically dealt with. It is with this background that this study seeks to find out the impact of reward management system on employee retention at IKEA.

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1.3 Research Questions
 How well does the reward system meet the needs of employee?
 Is the reward system effective enough to motivate employees?
 Does the reward system have an effect on employee retention?
1.4 Reasearch Objectives
 To find out the impact of reward management system on employee retention
 To find out how best reward management system can be used to well motivate
employees
 To find out the components for an effective reward management system

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CHAPTER TWO
2.0 LITERATURE REVIEW
2.1 Purpose of Literature Review (LR)
The aim of this section is to provide a review of literature both theoretically and empirically on assessing the impact of reward management on employee retention. Furthermore, the LR will provide a critical review about reward system and its evolution over the years. Reward system in organisations has been analysed by different authors and it still continues to be a topic of debate in contemporary organisations, therefore these diverse ideas will be looked into under this section. In addition, it will also underline the theories and concepts of reward system, characteristics of reward system (intrinsic and extrinsic), challenges of reward system, importance of reward system to organisations, overview of retention conceptual framework on reward system and retention among others.
2.2 An overview of Reward Management System
Research has proven that, the tendency for motivated and committed employees to leave an organization is low (Sansome and Harackiewicz 2000). Rewards have been proven to promote positive human resource outcomes such as employee job satisfaction, work motivation, affective commitment, high levels of performance and organisational effectiveness (Bratton & Gold 2007). The correlation between people and the work they do dates back to the early years of the twentieth century and has for a long time been of interest to psychologist and behavioural scientist. For people to put in their best and commit to their jobs, it is necessary for them to be motivated (Sansome

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and Harackiewicz 2000). The need to therefore motivate employees commenced in the early 1900s during the era of scientific management by F.W Taylor. He propounded the idea of ‘a fair day’s pay for a fair day’s work’ since he was of the view that money is the only thing that motivated employees. He suggested the use of financial compensation to motivate employees and hence increase job performance which led to the use of pay structure over the years (Taylor 1911). However as the years evolved it became evident that human needs are insatiable reporting from such studies done by Abraham Maslow in his Hierarchy of needs. It was established that different people are motivated by different things hence the same reward cannot stimulate different people to perform. However, research on the determinants of reward choices, from the 1940s through the 1960s, led to the development of predictive models of workplace behaviours, including turnover (Stewart 1989). In late 1960, when employees were underpaid in line with their roles and responsibilities in the organization which affected performance and productivity, the concept of job evaluation process was introduced. This was supposed to be a systematic rather than a scientific way of making organisations reputable in the market and making employee satisfied with their earnings (Stewart 1989).
Furthermore, in the quest to solve the problem of employee motivation, contemporary organisations needed to put in place processes, policies and strategies which ensured that employee contributions towards the organization was recognised and valued. Reward system had to be structured not to be limited to only pay and employee benefits but non-financial rewards such as recognition, development and increased responsibility among others. In this way, employers were aiming to meet the expectation of employees to improve their committment although the effectiveness of reward system in

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different organisations is still a major area of discussion in the business world
(Heckhausen and Heckhausen 2008).
2.3 CONCEPTUAL FRAMEWORK OF THE STUDY
Fig 1. Conceptual Framework (Source: designed by Author)

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The diagram depicts the conceptual framework which clearly shows the researcher perception and understanding of the relationship between the variables of the study. The conceptual framework depicts the monetary and non-monetary rewards; work environment, learning and development are used as independent variables. Employee retention is shown as dependent variable. It can be conceptualized from the diagrammatic presentation that the independent variable may affect the dependent variable either positively or negatively.
2.4 Definition of Reward Management
Heckhausen and Heckhausen (2008) defined the term reward to mean something an organization offers to the employees in response of the work as well as performance and something desirable by the employees. Reward is also seen as the compensation give back to employees in acknowledgement to their services rendered to the organization. According to Rose (2014), reward is defined as anything an employee receives in the organization in exchange for the use of their talents, skills and abilities. In Roses’ opinion, reward could be classified to manifest itself in a form of salary and other conditions of service. He further opined that efficient management of reward system could enhance the attainment of the company’s corporate objectives, and maintain and retain productive employees. The essences of rewards are to provide indication of organizational values to the employees as Hall and Rowland (2014) describes them “as a means of aligning a company’s most strategic asset that is their employees to the strategic direction of the organization”.

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Armstrong (2007) explains Reward system as the strategies, policies and processes that are put in place by organisations to recognize and reward the contributions of employees. It further states that reward is not only the financial but equally the non-financial rewards.
According to Armstrong and Stephens (2006), reward system is the meant to remunerate employees in fair, equal and constant manner pertaining to how the organization value them through policies and strategies
Bratton and Gold (2007) asserts that reward system creates a foundation for the
psychological rewards organisations make available to boost the performance of its employees.
Maud (2001), opined that reward systems are very important for the success of every organization and they include systems, programs and practices that strongly dictate and influence the activities and actions of employees in the organisation.
Ghoshal and Bartlett (1998) also broadened the scope by laying much emphasis on the fact that reward systems equally had the objective of creating valuable lives for employees than just attaching value to human capital.

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Table 1. Definitions of reward management
2.5 Objectives of Reward Management System
Reward is a strong word and carries a strong message. The value of an organization can be determined from what it pays for and not what it says (CIPD 2014). Ghoshal and Barlett (1998) added that ‘monetary rewards may not motivate in the long term but they certainly symbolize the value corporations attach to specific behaviours…’ They further asserts that the overall objective of Reward management should be making people valuable. Armstrong et al (2011) outlines the following as aims of Reward management
 support the achievement of business goals through high performance  develop and support the organisations culture
 define what is important in terms of behaviours and outcomes
 reward people according to the values they create
 reward people according to organizational values
 align reward practices with employee needs
 help to attract and retain high quality people the organisation needs  win the engagement of people

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The following points have been summarised to further explain the objectives of reward management system:
a. Attraction and Retention: Several researches that have been carried out on turnover, career choice, job choice, reveals that organisations that offer kind and attractive rewards tend to attract and retain the most people. This is highly attributed to the fact that high reward levels results in higher satisfaction and in turn leads to reduced turnover. The aim should be to put in place a reward system that is effective in employee retention. In order not to cause dissatisfaction among well performing personnel which often happens. Organisations must have competitive reward levels based on performance. This will encourage the best performing employees to stay in the organisation. It will also attract achievement-oriented people because they prefer environments that will reward their performance (Armstrong et al 2011).
b. Motivation on Performance: It is believed that when certain conditions pertain, reward systems are able to motivate performance. Organisations therefore tie important rewards to effective performance in a timely manner. Once reward systems are used to create a culture of performance, the desired results expected from employees can be achieved as demonstrated by Vrooms expectancy theory. People have their own perceptions and needs which can be used to either motivate or demotivate them. Employers therefore adopt reward systems to capitalise on these needs to motivate employees to perform. One of such ways is the use of performance based pay. However a climate of trust and

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credibility must prevail to better promote this. There should be visibility to ensure employees of equal opportunity (Hall and Rowland 2014).
c. Skills and Knowledge: The same way rewards are used to enhance performance, it also motivates training and development. Recent adoption of skill based pay is an example to this. It allows organisations to influence its employees to develop the skills it targets. This is because individuals are motivated to adapt to changes that will be rewarded (Higgot and London 1997).
d. Culture: Rewards systems have a way of causing employees to behave in a certain way. The way it is designed and implemented in an organisation can affect the culture of an organisation to vary quite widely. It is capable of conveying an organisation as a people-oriented culture, entrepreneurial culture, innovative culture, fair and participative culture and performance culture among others. This is because of its influence on communication, motivation, satisfaction and membership. The behaviours rewards induce can lead to perception and beliefs of what the organisation stands for, values and believe in (Waal and Jansen 2013).
2.6 Characteristics of Reward Management System
Following from the definitions and the objectives of reward management systems outlined above, an important feature of every successful organization rests upon its reward system and its ability to shape individual behaviour and attitude as well as specify the organisational values that influence those individuals. According to Chong,

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Teh and Ooi (2009), reward system within an organization should have some unique features and the capability of motivating employees in the organization as organisations see rewards are the most essential HR practices that are used to compensate and acknowledge best practices. Similarly, Armstrong and Stephens (2006) stated that the essence of designing organizational reward strategy is to ensure facilitation and the implementation of reward practices and policies to achieve business desired objectives. Fig.2 shows the characteristics of reward management.
REWARDS
INTRINSIC EXTRINSIC
NON MONETARY
(Non-financial)
NON-MONETARY MONETARY (Non-financial) (Financial)
Fig 2. Characteristics of Reward Management
2.6.1 Intrinsic Reward
Over the years, dynamics in motivation have caused a rise in intrinsic rewards and a decline in material or extrinsic rewards. This is as a result of new work requirements and worker expectation (Beardwell and Claydon 2007). Recent generation of young

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workers have different expectations compared to their parents. An era of drastic change in technology and fast access to information has caused them to seek for more meaningful work that will enable them acquire skills and be innovative in accomplishing tasks. Intrinsic rewards are personally driven. It is derived from the satisfaction of the work one does. It is usually not dependent on others, however it exist in the job itself. It is the non-financial aspect of the reward system (Rose 2014). It is embedded in the nature of job employees do. It is an emotional satisfaction that one gets from one’s effort at work. Herzberg (1959) in his theory of motivation mentioned how people are actually motivated by intrinsic reward rather than extrinsic which only gives satisfaction. This does not imply that employees will not be interested in financial rewards in addition to intrinsic rewards but it means that money is not enough to motivate most employees (Armstrong 2007). Intrinsic rewards depicts personal ability, growth and knowledge and self-control. Employees who are intrinsically motivated are usually able to deliver a high level of productivity, growth and accomplishment. Intrinsic rewards include recognition, development and growth, training among others. According to Armstrong (2007), organisations can promote this by
expertise
of knowledge

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obtain valuable feedback
2.6.2 Extrinsic Reward
Extrinsic rewards are tangible rewards employed by management to compensate employees for their contributions. They are mostly financial resources in nature. It is an external approach to the individual and the work itself. They are often straight forward and built into performance and projects. Thus they can be controlled. It is useful in motivating employees in the short term in most cases (Lawler et al 2011). Extrinsic rewards were dominant in the earlier generation where bureaucracy was commonly in place and jobs were routine and it was important to follow rules and procedures (Lawler et al 2011). However it remains important today, as unfair practices of pay structure can cause de-motivation among workers. Extrinsic rewards include salaries, bonuses, fringe benefits etc. Extrinsic rewards can also be non-monetary in nature and refers to the external social rewards pertaining to the job. These include healthy work relationships with colleagues and supervisors, verbal praises, recognition etc. In the light of the above discussion, it is therefore necessary that organisations implement a comprehensive reward system structure. Organisations should endeavor to have a balanced of both intrinsic and extrinsic rewards to motivate their employees. Both rewards will satisfy and support the employee’s life and psychological needs as well (Lawler et al 2011).

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2.7 Structure of Reward Management System
REWARD
EXTERNAL INTERNAL
Promotion
Fig. 3 Components of reward management
2.7.1 Performance Related Pay (PRP)
In line with the discussion of reward management system, it is important to examine different characteristic of reward system and it is obvious that in the business world some organization are using performance related pay as a means of reward and motivation for the employees. PRP is a form of remuneration that correlates pay to individual performance mostly per agreed objectives. PRP since 1980s has become common as employers searched for ways to make employees highly productive while

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rewarding them. Another objective was to promote equity and fairness as it is right that employees who perform better are highly rewarded than their colleagues (CIPD 2014). A survey carried by CIPD shows that PRP is more effective in the private sector than the public sectors. Among the numerous schemes running on PRP, the two distinct varieties identified are Merit-based system and Goal-based system.
2.7.1.1 Merit-based system and Goal-based system
With merit-based system the supervisor in-charge ensures that subordinate work is evaluated, assessed and compared to the previous year work, but in general this system is regarded as unsatisfactory since it creates room for assessors to make subjective judgments. Also with the goal-based system, both the supervisor and subordinate meet initially stage of the appraisal process and come out with designed objectives that meet the demanding need of the organization for the subsequent year. This system is mostly appropriate in an organization which is much focused on managerial work and less focused to subordinate since it is suitable to all kinds of work in the organization (Armstrong et al 2011).
2.7.2 Payments
According to Torrington (2011) who reveals that in practicality, employees have diverse skills making it difficult for organisations to come up with a singular pay structure to suit all employees. The structure of pay system of every organization differs from each other. Pay structures are usually made up of the basic pay, bonus, incentives, overtime payment etc. In most cases there is a minimum rate of pay which is basic. Under the payment arrangement there could be hourly, weekly, or an annual payment attached to an employee’s contract. Payments are usually affected by the number of grades, levels or bands in the structure (CIPD 2015)

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2.7.3 Promotions
It is usually an advancement of an employee from a lower position to a higher one. The new position mostly comes with salary raise, benefits, added responsibility and title. Promotions also comes with a higher level of decision making. It is also a form of recognitions which makes employees feel their contribution and effort are appreciated. This can in effect create a psychological contract between the employees and the company increasing retention. It becomes an added advantage for the organization when the promotion is internal. This is because the company gets to retain its talents as well as save the cost involved in recruitment (Rose 2014).
2.7.4 Incentives
The Expectancy theory talks of how people will embark on an activity once the outcome will be valuable. Likewise incentives are one way organisations can use to impact the behaviour of their employees such as their performance and retention. Incentives usually do not form part of an employee’s basic salary. They are usually linked to performance of individual, team or the whole organization. It is variable in nature and based on cash lump-sum payments. Incentives differ from bonuses in that, both are used to affect the future behaviour of employees but bonuses can also be used to reward past performance (CIPD 2014). There are cash incentives and non-incentives. Non-cash incentives include gifts such as merchandise, travel, retail vouchers, cars, fuel etc. Organisations use incentives as an ongoing motivation, to add on to basic salary levels and the flexibility of halt in times of economic crisis. For the employee, incentive give a level of control of their remuneration. The use of incentives when well

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incorporated into an organisation’s culture can help sustain performance and also help to retain employees (Torrington 2011).
2.7.5 Wages
Figure 2.3, shows the national minimum wages of UK within the period 2005-2014. From October 2014, the wage rate stands at £6.50p for age over 21 years, £5.13 for 18-20 years, £3.79 for less than 18 years and £2.73 for apprentices. Increase in wages takes effect every October.It is seen that between April 2013 and April 2014, the adult wage bite increased by 2.8% points to 55 % of median earnings. In October 2010, those within the age of 21 year old were included in the scope of the adult rate. This partly explain that the increase in the adult wage bite between the period April 2010 and April 2011. Moreover, an increase in adult wage bite in April 2013 is due to the more accurate re-categorization of groups. The wages bite for non-apprentice aged 18-20 fell slightly over the year to 76.2%. However, it is still significantly higher than the adult bite. 21 year olds moving out of scope of the 18-20 rates are likely to have contributed to the relatively large jump in the associated bite between April 2010 and April 2011.The bite for 16-17 year olds increased between April 2013 and April 2014 to 71.5%. Compared to the bite in April 2012, the bite has reduced significantly. This is partly due to composition changes amongst the 16-17 year old group. Prior to 2013, some of those due the Apprentice rate would have been included in the 16-17 group; however since 2012 apprentices aged 16 or 17 can be identified and removed from the data. For apprentices under 19 or in their first year of an apprenticeship, the bite is up 3.8% over the year at 59.6%. Compared to the 16-17 and the 18-20NMW groups, the bite is much lower (Gov. 2015) as shown in fig. 2.3 below:

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Table 2. National Minimum Wages (Source: Gov.uk 2014)
The age groups were different before 2010 and there were no National Minimum Wage
rates for apprentices. Figure 2.4 below depicts the National Minimum Wage rates for the
various age categorizations within the period 2005-2009.
Table 3. National Minimum Wages (Source: Gov.uk 2014)

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2.7.6 Legislation
The effect of legislation is always significant. Employment laws determine the least obligation organisations have towards their employees. In the UK and across the world, minimum wage are always determined by law. Incentives and obligations such as number of paid holidays, maternity & paternity leaves, sick-leaves among others are all determined by law. Legislations is therefore always causing changes and impacting on the reward system of organisations. The fiqure below indicates some UK legislation on employment (Rose 2014).
Figure 4. UK Legislation on reward management (Bratton and Gold 2007)

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2.7.7 Taxation
Employers are always sure to work according to the tax systems that prevail at time of their operations. However, tax systems are dynamic and do affect the salaries of organisations by dropping or rising. Usually, employers are not obliged to increase pay when taxes increase neither can they ask for pay cut when taxes drop. However, it is prudent that employers arrange the reward system in such a way that will be of low cost to them and beneficial to the employee as well. Some rewards do not attract taxes hence much attention can be directed to them (Bratton and Gold 2007).
2.7.8 Social System
Some benefits are obtained from the state whiles others are from organisations. These include healthcare and pension. State benefits are derived from taxation while employer-employee benefits from salaries and profit. It is therefore necessary for these things to be taken into consideration while coming up with reward systems (Rose 2014).
2.8 Challenges of Reward Management
One of the major challenges within the current global economy faced by employers is how to satisfy and retain employees through reward management system. The design of reward management system should basically be made to support both organisational and employee objectives (Brown 2014). According to Taylor and Stern (2009), it is assumed that in a perfect organization, hardworking and high performing employees would be retained and poor performers will leave due to several reasons of which reward is likely to be one. However the opposite prevails. There exist several factors

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that causes reward system to be challenging for organisations and Fig.5 below summarises it.
PEOPLE PERFORMANCE
PROFIT PRODUCTIVITY Fig 5. Challenges of reward management
2.8.1 People
Reward management is about people. Organisations are the people in it. Employers would always wish they could attract highly skilled employees and retain them for longer years if not for life. As employers expect employees to be committed, perform and be productive, likewise, employees equally expect that their value to the organization is recognised and rewarded (Cook and Macaulay 2001). Employees expect to be treated fairly, given opportunity to develop and grow, good working conditions, trained and a befitting remuneration. Employers would have to treat employees as its most valuable asset in order to derive the best from them. They need to be engaged and included in decision making (Cook and Macaulay 2001). Manager-employee relationships needs to be leveraged. When employees feel they are treated fairly and valued, they become happy and give their best to the organization knowing their security and welfare is paramount. This why it is important for organisations to fully understand the whole concept of reward management. It should be designed to fit and be effective in

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motivating the people. This notwithstanding, a major challenge with people on reward management is that, the needs of employees are insatiable. Finding the right components of reward system can be difficult although it appears easy on the surface (Cook and Macaulay 2001).
2.8.2 Performance
Performance management is the systematic steps taken to improve organizational performance and this can be achieved through individuals and teams performance. Individual and team performance are often associated with financial and non-financial rewards. Performance is a key guarantee to continued success and rewards do make a significant contribution. Rewards do motivate employees to achieve set goals and targets. Therefore great rewards can aid the performance of the whole organization. Performance is the record of a person’s accomplishments. This is done through performance appraisals (Gomoz-Meija 1990). Employers should ensure that the outcome of these appraisals are not ignored but give the necessary attention. Performing employees must be duly rewarded whiles appropriate help is given to those underperforming to boost their performance. Vroom (1964) suggested that performance is dependent on both ability and motivation. However employers should be careful of the type of reward used to induce performance as extrinsic or financial rewards will only get employees to do exactly what you want them to do and it is usually for a short term. Employees should therefore be motivated highly by intrinsic rewards (Waal and Jansen 2013).

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2.8.3 Productivity
Productivity and performance go hand in hand. It is human nature to want to work hard when being compensated. Reward system should be well crafted to honour hard work and loyalty. Once in a while, employees should be allowed to choose their own reward as freedom of choice in itself is a big motivator for employees to work hard in other to improve productivity (Gomoz-Meija 1990). The problem for employers is the right reward to impact productivity. Employers would tend to waste money if the reward gives little or no meaning and hence productivity will suffer. Therefore to achieve an effective reward that will improve productivity, specific and measurable productivity goals need to be set and a variety of rewards made available. Also to avoid conflict when rewarding teams, employers need not determine which reward goes to who, rather, the reward system should be built in such a way that it will motivate each employee to strive to be productive without bias (Gomoz-Meija 1990).
2.8.4 Profitability
The level of profitability of an organization is highly likely to affect the level of pay and most importantly bonuses. It is prudent that organisations including non-profit organistions, make it a stated component of the reward of its ability to pay based on its finances to avoid disappointment (Rose 2014).
2.9 Theoritical Underpinning
Several human resource literatures have proven that rewards turn to motivate employees’ performance and has resulted to employee retention as long as desired conditions are available (Blinder 1990). For people to be motivated, they should believe

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that the action that is required of them will lead to a desirable result which is also achievable. The use of motivation is therefore a sure way of understanding what should constitute a reward system which has a tendency of impacting retentions. The motivation theories explain why people exhibit certain behaviours.
2.9.1 Vroom’s Expectancy Theory

Figure 6. Vrooms expectancy theory (Vroom 1964)
According to Vroom, he was strongly of the view that individuals will only adapt to behaviours they were sure will have results they valued. In so doing they went through a mental process. He mentioned three factors people considered: valence, instrumentality and expectancy. He argued that all three were equally important and the absence of one rendered the end results null. In applying Vrooms theory today, it is important for

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managers to put up measures and strategies that consider the ability of employees in achieving set targets, credibility of reward systems as well as rewards that are of value to employees (Maud 2001). The relevance of Vroom’s theory to the study is that IKEA has put up rewards (cash bonuses) that are supposed to be attractive so as to achieve a desired outcome which is employee performance. Thus employees have to exert effort in their work that will lead to a certain level of performance that is desirable by management, which will then result to a reward.
2.9.2 Maslows Hierarchy of Needs

Fig.7. Maslow’s hierarchy of needs
Maslow’s hierarchy of need states that process of motivation can be described in terms of need theory which explicitly states that it is unsatisfied need that motivates individual.

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According to Maslow’s (1968) hierarchy of need, belonging theory is based on the fulfillment of a series of prioritized needs which include physiological, safety and, esteem, and self-actualization. According to his argument of prioritization, the first three needs on the list represent deficiency needs that people must master before they can develop into a healthy personality. On the other hand, the last two represent growth needs that relate to individual achievement and the development of human potential. It is therefore only natural that employees at different levels will aim for different types of rewards (Stum 2001). While employees at the lower level seek to satisfy their basic needs, top management personnel will seek to reach their self-actualization. It is therefore necessary that reward systems are not designed as one to fit all but varied to meet the different needs of employees. However, it must be noted that Maslow’s hierarchy of Needs has been criticized because there is not much evidence of its application in contemporary times and also its assertions that individuals satisfy one need at a time. The theory has also been deemed flawed of its inability to prove the correlation between human needs and behaviour. It is therefore not able to determine the occurrence of a need (Beardwell and Claydon 2007).

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2.9.3 Herzberg Two Factor Theory

Fig.8. Herzberg two factor theory
Fredrick Herzberg advanced on Maslow’s work in 1959. He categorized needs in two major set of factors, satisfiers and motivators. He argued that the factors that cause satisfaction are different from those that motivate employees. He states that the absence of the factors that give satisfaction results in employees being dissatisfied and not demotivated. These factors he termed hygiene factors. They include usually extrinsic rewards as shown in the diagram above. The other set of factors he called motivators as they are the true factors that motivate employees. Their absence creates demotivation among employees. They are intrinsic to the job itself. It is therefore prudent that employers find out what truly motivates employees when designing reward systems in other make it effective (Zeffane 2010).
2.10 Reward and Retention
One of the most critical issue facing employers in most industries today is employee retention, this is as a result of the shortage of skilled labor, economic growth and employee turnover. The report of (Griffeth and Hom 1995), reveals that turnover costs

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can run as high as two-hundred percent (200%) of the exiting employee’s salary, depending on his or her skill level. According to the newsletter of the International Association of Professionals in Employment Security, “When a valuable employee leaves, it costs the employer money possibly up to a third of the employee’s annual salary. According to Griffeth and Hom 1995, business literature dealing with employee participation, workplace wellness, work-life balance and other topics over the past decades has mushroomed indicating a strong interest in and recognition of how other aspects of working life influence people’s decisions to stay with or leave a company. Beardwell and Claydon (2007) were of the view that, there is no dearth of opportunities for a talented person. There are several organizations that are haunting for such talented and skillful employees. If a person is not satisfied with the job he’s doing, he may switch over to some other more suitable job. In today’s competitive environment it becomes very important for organizations to retain their employees and this reason may be personal or professional.
According to Griffeth and Hom (1995) employee retention is the means organisations adopt to create and maintain a working environment with the aim of supporting and motivating staff to remain in the organization. These means are usually policies and strategies put in place to meet the needs of employees to increase job satisfaction while reducing the cost to be incurred in recruiting and training of new staff. While organisations invest money and time to train and develop new employees ensuring they fit into the organizational culture and existing employees, it is equally their responsibility to ensure these new employees after being trained stay in the company for the maximum period of time (Chaminade 2007). If they failed at this, it becomes a huge additional cost for the company. This why employee retention is of relevance to the

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contemporary organisation where there is heightened competition in the labour market. Research has it that there are varied reasons as to why employees may leave a company and these include but not limited to friction among employees themselves or with their supervisors, low salary, lack of future prospects and motivation (Beardwell and Claydon 2007). Employee retention techniques helps to motivate employees ensuring they enjoy their jobs hence preventing them from changing jobs often. The most appropriate and common way of tackling employee turnover is the use of effective reward systems (Gberevbie 2008). There are several reasons why employees may stay or leave an organization, these reasons are usually understood by the employer and measures should be taken to curb it. In view of this most organizations are becoming aware of these reasons and are adopting many strategies for employee retention. Top- notched organizations are always on the top because they place value on their employees and they know how to keep them glued to the organization mostly through an efficient reward system (Gberevbie 2008).
2.11 SUMMARY
The aim of this chapter was to review previous literatures of what earlier writers have said about reward management in organisations. It has been noted from findings that, the constitution and formulation of an effective reward system is a difficult task to do. This is because different people are motivated by different rewards. Different theories of motivation have also been analysed to ascertain why people behave the way they do.

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CHAPTER 3
3.0 RESEARCH DESIGN AND METHODOLOGY
3.1 – INTRODUCTION
In this chapter, procedures and methods employed for the research design to carry out the study is discussed. The overall scheme, plan and structure is conceived to aid in the research process and answering of the questions raised. It is therefore imperative that accurate and reliable methods are devised to ensure that information generated will produce tenable, dependable and predictive results.

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The research design is linked to an onion where each layer has to be peeled (Saunders, Lewis and Thornhill 2009). Appropriate research philosophy has been chosen to govern the way the researcher thinks of the world as far as research is concerned. The next layer discusses the inductive and deductive research approaches which helps to decide the use of theories. The case study strategy has been discussed and chosen among other strategies as it best fit and defines the qualitative data to be collected. The sampling approaches are also discussed as well as suitable instruments chosen to collect the data to achieve the research objective as well to establish the validity and reliability of this study. To further ensure participants of confidentiality and trustworthiness, ethical considerations are mentioned in this chapter (Saunders, Lewis and Thornhill 2009).

Fig.9. Research Onion
3.2 RESEARCH PHILOSOPHY
The research philosophy has to do with our perception and ideas of issues. This influences the choice of design and methods we choose for the study. Different people

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have different ways of viewing the universe (Easterby-Smith, Thorpe, and Jackson 2008). There are the positivism, realism and interpretivism philosophies. Positivism can be compared to scientific experiment. Positivist study and observe variables under controlled conditions and predict outcomes. They believe that if there is cause, then the effect is sure to happen. Positivists will carry out a particular research over and over again until the predicted result is achieved (Creswell 2008).
On the other hand, Realism believes that the existence of objects and happenings are not dependent on the mind and hence exists in isolation. They argue that knowledge is socially created. They argue that our knowledge of something existing does not guarantee if it exist or not (Creswell 2008).
This study adopts the interpretivism approach which believes that there is a need to understand how humans behave in their natural environment. According to (Saunders et al. 2009) the interpretivism research philosophy is necessary for the researcher to comprehend and differentiate the roles played by humans and well as their responsibilities as social actors. These researchers also give a valid generalization of the complexity of the world. This is because the purpose of conducting this research is to obtain in-depth information that are trustworthy and reliable concerning the case study. It is also particular with case study because to understand what motivates people, different perspectives need to be considered and interpreted (Creswell 2003). The many reasons why employees may leave or stay in an organisation is dependent on the conditions surrounding them. The things that are of value to people determines the way they behave (Creswell 2003). Hence the interpretivism philosophy gives a better approach to this study.

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Fig.11 Comparison between positivism and interpretivism (Myers 2008)
3.3 RESEARCH APPROACH
This includes the deductive and Inductive approach to research. The inductive approach starts with an open mind. It depends on observations and experiences. It does not start with hypothesis testing or theories. It is therefore flexible to use. From the observation gathered conclusions are made. It does compliment case study as participants may be observed or interviewed based in their experience, ideas and what influences their behaviour. Inductive approach uses research questions to streamline the study (Gil and Reyes 2013). The inductive approach is adopted because the study seeks to look into

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previous researches on this topic but with a different perspective. Also inductive approach is generally paired with qualitative research.
Deductive approach starts with hypothesis testing and theories and then narrows down. Deductive approach is mostly associated with scientific investigation and quantitative research. It is however worth saying that although the inductive approach better suits this study, there is also to some extent the inclusion of the deductive approach. This is because although we are starting with an open mind and not a theory, theories will be analysed to enable us to best explain the observations and data that will be gathered. The combination of both approaches is termed the abductive approach (Gil and Reyes 2013).
3.4 RESEARCH DESIGN
3.4.1 Quantitative data
It is about the use of structured patterns to seek for the opinion of people so as to analyse in a statistical manner producing hard facts. Usually, its reliability depends on larger numbers. It usually collate opinions of how much, number of times and numerical related questions. This data is used to determine the relationship between variables such as dependent and an independent variable. It is conversant rather than divergent in reasoning. It is usually is associated with realism philosophy and sometimes positivism. Quantitative data may be used to make final recommendations of actions. A major setback of this method is that, it can be highly controlled by the researcher since it is figurative (Ortiz 2007).

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3.4.2 Qualitative data
Qualitative data does not involve numerical data. It is associated with observations, behaviours and interviews. It is used to acquire deep understanding of a specific issue. It deals with subjectivism rather than objectivism as data is based on the understanding of participants. Qualitative data gives an in-depth understanding of human behaviour and reasons as in a case study. It mostly uses unstructured data as compared with quantitative data (Ortiz 2007). As we are trying to understand the effect of reward management on employee retention, behavioural traits and motivational issues are involved hence the adoption of a qualitative approach. This is because different perspectives of ideas and experience will be sort from participants. A setback here is that findings cannot be generalised unlike in the case of quantitative approach. It can only open new areas to be researched into (Thomas 2003).

Fig.12 Comparison between qualitative and quantitative data (Sachdeva 2009:182)

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3.5 RESEARCH STRATEGY
Strategies used in research covers a number of approaches and in selecting, one must be sure to choose the right method to suit the study. Major research strategies are discussed below
3.5.1 Survey
Survey is mostly confused with term ‘research’. It allows the collection of data from a bigger group of people making it cost effective. However, data collected from survey are usually not detailed. It is mostly associated with quantitative research and so will not be an appropriate method to observe the behaviour pattern of a particular group of people (Sachdeva 2009).
3.5.2 Experiments
Experiments follow procedures carried out to approve, disapprove or establish a hypothesis. It gives a better insight into the cause and effect based on the outcomes of researches when one variable is manipulated. Experiments are mostly used in scientific. However due to the manipulative and controlling nature of experiment, it will be unethical to use as it will indict on employees interest which contradicts with the ethical considerations as far as this research is concerned (Easterby-Smith, Thorpe, and Jackson 2008: 84-86).

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3.5.3 Case Study
This is suitable for exploratory and explanatory research. It is mostly used when studying a particular group of people in a given environment. It is preferred for the question ‘why’. It is gives a detailed understanding of a specific topic (Yin 2003). Yin further adds that, case study is used fundamentally to explain and give description about occurrences in an organization, and it’s mostly designed by researchers to give detailed accounts of theoretical expositions. Case study also provides solutions and addresses several traditional questions that are answered by laboratory or field experiments (Ng, W. and Coakes 2013). Researchers’ are of the view that case study’s in-depth nature and emphasis are situationally embedded processes and also provide justification for some level of casual inference.
In conducting a case study however, participants may be influenced by the researcher causing them to respond in the way they may assume the researcher prefers. However, although they might not give direct answers, clues and indications can be picked for further study. Nonetheless, in finding out trends and behaviour patterns, case study has been proven to provide real life issues and insights which cannot be obtained using survey and other descriptive approaches, thus if well executed (Ng, W. and Coakes 2013).
3.6 RESEARCH METHODS
For purposes of this research, a mixed method of questionnaires and observations are used to give credible data

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3.6.1 Interview
Interview involves asking questions and receiving response from participants involved in the study. It could be one-on-one or in a group which is mostly face-to-face. The questions used could be structured, semi-structured or unstructured. Interviews allows participants to express themselves especially when it takes place in a familiar setting. The interview must however possess a great skill of communication to facilitate this. For the purpose of this study however, interviews cannot be used as it is expensive and time consuming. It cannot also be used to collect a large amount of data (Blischke, Karim and Murthy 2011).
3.6.2 Observation
This is a non-experimental method which involves the researcher observing an on-going behaviour in the natural setting of participants. Observation is usually done with an open mind where the researcher goes with no questions hence usually termed unstructured. Observation can provide rich data for qualitative study. However, more often when people are aware they are being observed, they might resort to behaving in a different way rather than their usual. However for ethical issues, the consent of the participants must still be sort. This study cannot use observation because of time constraint (Blischke, Karim and Murthy 2011).
3.6.3 Questionnaire
Questionnaire is relatively cost efficient and a fast way of collecting data from a larger group of people. It does not need the presence of the researcher for the data to be

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collected. However, the validity of the answers given cannot be verified. Questionnaires may appear an easy way but designing it needs much attention to avoid ambiguity (Sapsford and Jupp 2006). Questionnaires can be structured or semi-structured containing open ended or closed questions. For purposes of this study, semi- structured questionnaire using both open and closed ended questions would be used to collect data. Questions included must be ensured to be those that are needed to answer the research questions. The questions must be well formulated to be clear enough. Questions must not be repeated to avoid boredom. The use of jargons and shorthand must be exempted. Open questions are used to enable respondents give detailed answers where needed and for them to express themselves. The close ended questions will likewise provide all possible answers to ensure the required data were collected (Sapsford and Jupp 2006). Questions are also categorised, however ensuring that respondents answer fitted only one category. The structure of the questionnaire is as below
Questionnaire structure
questions
Fig.13 Questionnaire structure

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3.7 SAMPLING METHODS
To start with, consent was sort from the Human Resource department of the company under study. A high level of confidentiality was assured. Due to time constraint, the whole population of the company could not be assessed. The sampling frame was a particular branch of the company. However because the total population was not given a probability sampling cannot be used although it gives equal chance of an employee to be selected (Sachdeva 2009). Questionnaires were sent to the Human Resource department who helped distribute to the other departments. However it was not compulsory to fill hence participants were asked to fill at their own interest and convenience. In all 70 employees were targeted to form the sample size.
3.8 DATA COLLECTION
In administering questionnaires, the researcher is expected to be flexible on the respondent. Online method of administering and collecting response is time and cost effective whiles allowing flexibility (Sapsford and Jupp 2006). Method of data collection was stated clearly on the questionnaire. Researcher’s email address was provided to ensure that respondents were sure that their responses were not going back to their HR department. This was to provide privacy and confidentiality.

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Among the 70 questionnaires sent, 45 were completed and sent back. This formed 64% of the sample size and still met the minimum requirement of the social science response rate.
3.9 DATA ANALYSIS
The data collected was both qualitative and descriptive in nature. Data was analysed and interpreted using Microsoft excel software. Data had to be coded and numbered to enable the researcher analyse and interpret them. The numeric approach was to help draw relationships between respondent’s responses and behavioural aspects. It also helped to determine the relationship between variables (Blischke, Karim and Murthy 2011). The cause and effect of behaviour were also analysed. Valuable outcomes helped in making inferences. Data was thus presented in the form of tables, graphs and charts to reveal the extent to which different factors influence the rate of rewards management and employee retention in the organization (Saunders, Lewis, and Tornhill 2009:497).
3.10 RESEARCH VALIDITY AND RELIABILITY
Tharenou et al (2008) opined that validity means having accurate instrumentations and procedures of data collection to accurately and reliably measure the primary research extent. It also gives detailed description of the content of the research findings for generalisation. To ensure the validity of the research, questionnaires were compared with that of previous studies. The questionnaires were then piloted to ensure that questions asked were clear enough to be understood in order to increase the chance of

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getting the relevant data. According to Mugenda (2003) reliability is used purposively to measure the degree to which the research instrument produce reliable and consistent data after repeated trials, while validity measures the degree to which the results obtained from data analysis reflects the trustworthiness of the topic being researched. In terms of its reliability, it is to a great extent as results obtained can be reused over a certain period of time when the same methodology is used.
3.11 ETHICAL CONSIDERATION
Saunders and Lewis (2012) defines ethics as the ‘standards of behaviour that guide the moral choices we make which govern our behaviour and our relationships with others’. Likewise, ethics are of major concern in business research to ensure the safety of participants. In fulfillment to this the also the research would be used for academic purposes only (Mauthner 2002).

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3.12 RESEARCH SCOPE AND LIMITATIONS
In as much as the research seeks to provide information of high credibility and validity in order to make a meaning contribution to the research scope of reward management, there were limitations confronted. The major one was the time constraint. Issues of behaviour need to be studied over a longer period to get reliable information. Therefore most appropriate methods that could have helped to achieve this could not be used because of their time consumption.
Another issue was access to information from the organisation. Human resource issues are mostly seen to be sensitive hence gaining access to them is very difficult rendering the researcher handicapped. Also the truthfulness of the respondents in answering questions, they thought were sensitive could not be checked affecting the validity of the research hence resulting in a couple of incomplete questions
Finally to be able to generalise findings, a larger population needed to be covered. However due to time constraint, the researcher chose a smaller sample size. Coupled with the fact that, the response rate was relatively low due to the busy schedule of participants.
3.13 SUMMARY
This chapter aimed at describing and explaining the research methods and designs used in data collections and analysis by way of answering the research questions. The study adapted the Case study approach to ensure full utilization of qualitative data collection by means of the questionnaire administration and observation that gives the researcher the chance to explore and investigate salient aspects of reward management and retention as far as the organization is concerned. The validity, credibility and reliability of the research were also discussed. In addition, the ethical

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issues were discussed as well as limitations faced which helped in making recommendations for improvement in future researches. The next chapter will see the analysis of collected data with regards to questions asked to aid investigations done in this research.
CHAPTER FOUR
4.0 DATA ANALYSIS AND FINDINGS
4.1. OVERVIEW
In this chapter, data collected will be analysed and interpreted using a data analysis framework. Analysis and interpretation of the results is based on overall objectives of the study which was to determine the Impact of Reward Management on employee retention at IKEA-Tottenham.
Participant’s responses will be compared to each other and used to draw relationships and correlations which will help in making recommendations. Findings and analysis will also be discussed in relation to the literature obtained in the previous chapter.
4.2. DATA ANALYSIS FRAMEWORK
Data was gathered by means of questionnaire method and fed into Microsoft excel to help with an accuracy in interpreting the results. Numeric responses are calculated to review trends in participant’s responses. Qualitative data obtained in open-ended

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questions are simplified and categorized in order to enable frequency count. Responses
are then presented in graphics and then analysed in response to the research
questions.
4.3 ANALYSIS OF FINDINGS
4.3.1. Demographic information
Figure 14. Respondents` gender.

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Q1. The results were that 67% or 30 of the respondents were male while 33% or 15 respondents were female. This shows a bias distribution of the gender of the respondents in the organization. Therefore the results of the study are skewed towards the male gender since the male gender twice outclasses the female gender; moreover results comply with validity issues.
0 Age Group of Respondents 55-64, 4, 9% 0%
45-54, 3, 7%
25-34
35-44
25-34, 20, 44% 45-54
55-64
Fig.15. Age group of respondent

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Q2. The diagram depicts the use of the random sampling technique involved in the research of all age categories of employees which helps with the collation of diverse opinions. The data shows that the majority of respondents were young and were between the ages of 16 to 44 years as indicated in figure 4.2.
Educational Level of Respondents
Masters Degree Holders Bachelor Degree Bachelor Degree Holders Holders, 55% Advanced Diploma Holders Secondary School Leavers
Fig.16. Educational level of Respondents
Q3. As shown, majority of respondents reached were bachelor’s degree holders (55%), followed by 25% of respondents who are Master’s Degree, Advanced Diploma holders constituted 11% of respondents sampled. Furthermore, 6% and 3% of the respondents

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had secondary education and Professional Certificate respectively. As a result of the
levels of educational achievements of workers in the organization, it can be believed

that the views of the respondents were valid and reliable.
Department you work in
Administration
Accounting
Marketing
Tax
Management Information System
Fig.17. Departmental unit’s presence.

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Q4. As represented by the figure above, information was gathered from the various departments across the organization. This increases the reliability of the data collected as information gives diverse opinions about reward system to be compared relating to the employees’ nature of work and skills they possess.

Fig.18 Number of year’s employees has worked in the organization.
Q5. The figure represents a range of different group of employees in relation to the number of years spent in the organization. Majority (45% and 27%) have stayed between 5-9years and 10-14years respectively. This indicates that they have had the opportunity to experience the reward system of the organization hence in a position to

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can be assumed that although extrinsic rewards meet employee needs, they are more concerned with the intrinsic rewards (Herzberg 1968)
other rewards of employee needs 60
50
50
10
0
Fig.20 Other rewards of employee needs
Q7. Employees gave flexible work schedule (50%), Job security (25%) and equal opportunity (25%) as other rewards that meet their needs. Again these rewards mentioned fall under intrinsic rewards, thereby confirming how much rewards related to the job itself much more satisfies and motivates employees (Eric 1995).

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Fig.21 Does rewards meet employee needs
Q8. It is evident from the above Fig. that less than half of respondents making 49% believe their needs are met by the reward system in place. 31% of respondents indicated that the reward systems did not meet their needs and yet 20% of respondents mentioned it met their needs to some extent. It can be assumed that the components of the reward system in place must be revisited as far as employee needs are concerned.

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4.3.3 Reward Management and Employee Motivation
no
% OF RESPONDENTS
Fig.22 Motivation from job roles
Q8.&9. Figure shows that 55% of employees indicated they did not know what was expected of them while 44.4% of respondents marked yes indicating they were aware of their roles. On the other hand, 55.6% of respondents stated they were not satisfied with their role and 45% were satisfied their role. A correlation can be drawn from the fact that employees whose roles are not communicated well to them tend not enjoy the work they do. It is therefore imperative that, during the recruitment and selection process, job descriptions are well communicated to employees by HR managers.

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Number of times rewarded in the past 2years 70
60
60
10
0
Fig.23 Number of times rewarded in the past 2 years
Q10. The figure above shows the number of times employees have been rewarded in the past two years indicating that almost all of the employees have either ways being rewarded although not very often. It was recorded that 60%, 25% and 15% have been rewarded once, twice or thrice respectively in the past 2 years.

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NO response
No
Yes
% OF RESPONDENTS
Fig.24 Reward system and motivation
The data above shows that about 55.5% of the respondents stated they felt they were not treated fairly with regards to the company’s reward management system, 26.5% asserted they were treated fairly while 18% gave no response to that at all. This could be as a result of the number of times they had been rewarded as was seen in fig.4.10. Finding out how motivating the rewards they received were, 48.9% were motivated to achieve more, 31.1% were not motivated with the rewards which may be assumed that the components of the reward system did not meet the needs of these employees.

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4.3.4 Reward Management and Employee Retention
Reward Management system and employee retention
% OF RESPONDENTS
Fig.25. Reward management and employee retention
The fig.4.12 draws a correlation between reward management system and employee retention. It indicates that due to the reward system in place, a total of 82.2% of respondents agree to love their jobs and are proud employees while 17.8% remain neutral to this assertion. Also, a total of 80% of the respondents felt committed to their jobs because of the reward system while 18% were neutral about it. When given the opportunity to sign a 5 year contract, a total of 84% agreed they would be glad to sign while 15.6% were neutral to this. Finally, a total of 60% of respondents disagreed to that they would quit their job in the light of a new job while a significant percentage of 40 were neutral about this indicating the probability of them quitting. This can be assumed that, although employees were likely to be retained by the reward management system in place, there were other factors that could cause employees to quit.

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Reasons for leaving the organisation
15
35
Poor organisational culture
Frequent reorganisation
Talent Management
Fig.26 Reasons for leaving the organisation
The responses provide information that, an overwhelming percentage (35%) of respondents gave poor leadership/management a reason why they would leave the company, 20% mentioned poor organizational culture as one of the reasons followed by 15% attributing to communication reasons another 15% marked a result of talent management, 10% gave it to demotivating reward system and the minority of 5% for frequent reorganization. This to some extent reveals that there are several reasons aside reward system impacting employee turnover.

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Is the reward system effective enough to motivate and retain employees
70
62.2
60
11.1
10
0
Fig.27 Effectiveness of reward system to motivate and retain
Accessing the overall effectiveness of the reward system in motivating and retaining employees, 62.2% of respondents responded it was effective while 26.7% opposed that it was not effective. 11.1% gave no response at all to this question. Some respondents who were positive justified their response with reasons as: 1) timely payment of salaries, allowances, benefits and good conditions of service 2) rewards meeting employee needs 3) rewards better compared to other organisations. On the other hand, respondents who opposed mentioned unfair reward system to justify their choice.

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What should the organisation add to improve its reward system in retaining employees
25 What should the organisation add to improve its 15
Sponsorship to further education
Work-life balance
Regular rewards
Fig.28 How the organisation can improve its reward system
The response provides information of the most of the employees (40%) would wish they the reward system incorporated work-life balance to improve it, 25% were of the view that employees being reward regularly could improve the system, 20% believed the reward system could be improved with swift promotions to promote career development while 15% wished to be sponsored by the organisation to further their education as a way of rewarding them.

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4.4 DISCUSSION AND FINDINGS
4.4.1 Demographic data
Data was collected from different ranges of age, gender, levels of education and departments. This gave rise to responses of diverse opinions, perspective and ideas. Also, considering the number of years employees had worked with the organistion, the range obtained gave different level of experience with the company’s reward as well as new employees with fresh ideas from previous employment.
4.4.2 Reward management system meeting employee needs
Findings from data reveals that most employees of the organisation agree that both intrinsic and extrinsic rewards are important to them and motivate them as well. As Herzberg (1954) stated, extrinsic needs cause satisfaction among employees and its absence cause dissatisfaction while intrinsic need motivates employees and its absence cause demotivation as they are the actual motivators for people. 91.1% of respondents stated recognition by management and peers which satisfies the need for their self-esteem needs as in Maslow’s hierarchy were extremely important to them. Teamwork and employee cooperation (86.7%) which helps employees to feel the need of belonging (Maslow 1968) was also rated extremely important. The need for career growth and professional development (93.3%) and challenging work tasks (91.1%) which gives a satisfaction for self-actualization also in line with Maslow’s hierarchy (1968) were equally important to employees. On the other hand, for bonuses and other financial incentives (extrinsic), 64.4% of employees gives it as extremely important whiles 35.6% stated it was somehow important with none admitting it was not important.

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It is therefore evident that although financial rewards are important, employees were more inclined to the non-financial rewards.
Flexible work schedule (50%), Job security (25%) and equal opportunity (25%) were the other needs employees mentioned as important to them as forms of rewards. These naturally create a sense of commitment to the job as work-life balance helps employees to combine work with other areas of their life and equal opportunity promotes fairness and equity in the working environment which gives rise to a sense of security (Chaumeil and Skok 2012).
In respondent’s feedback, 48.9% agreed that the reward system met their needs outlined while a significant 31.1% stated it did not meet their needs. To enhance organizational performance and productivity, the needs of the organisation must be fused with the personal needs of the employees (Chaumeil and Skok 2012). According to expectancy theory, employees will behave in certain way if the outcome of the behaviour is desirable (Maud 2001). It is therefore necessary for IKEA to tailor its reward system to meet employee needs in order to get employees to behave and perform in the way IKEA desires hence increasing its competitive advantage.

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4.4.3 REWARD MANAGEMENT AND MOTIVATION
It is always tasking for employers to create an environment of satisfaction which will motivate employees to perform. When companies create a satisfying environment, employees in their quest to maintain this environment to increase their job satisfaction, tends to provide feedback and opinions to management which equally enhances open communication (Manzoor 2011). When employees are satisfied with their job roles and understand what is expected of them, they tend to create efficient job processes (Manzoor 2011). About 44.4% of respondents are satisfied with their job roles and an overwhelming 55.6% of employees are not satisfied with their roles. A corresponding 45% stated they knew what was expected of them whiles 55% claimed they did not know what was expected of them. It is often assumed that employees know what is expected of them but mostly they do not know. According to Manzoor (2011) employees tend to struggle to please their managers when they are not sure of what is expected of them. This creates frustration and unhappy employees. It is therefore necessary that clear performance objectives are put in place as part of an effective reward system.
Another observation was that, the number of times employees were motivated in the past two years was low recording 60% for only once, 25% for twice and 15% for thrice. The number of times employees were rewarded could be linked to a response rate of 55.5% who felt they were not treated fairly regarding the company’s reward system whilst 26.5% felt they were treated fairly. Despite the low rate, 48.9% of respondents answered they were however motivated by the type of reward to strive to achieve more and 31.1% claimed they were not motivated with the type of reward received.
A reward system which is flexible and best fits all employees is paramount to organizational success as it motivates and creates an environment of equity. IKEA

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should therefore ensure they interact with all employees in order to motivate and meet their needs.
4.4.4 REWARD MANAGEMENT AND EMPLOYEE RETENTION
One of the key purposes of reward system is to retain key staff and reduce turnover. People being the most valued resource of an organisation, it is a key task for managers to ensure to keep them on the job as competition to attract and retain performing employees keeps getting intense. Reward system can therefore be used by employers to increase organizational competitiveness (Armstrong 2007). Employee retention saves the organization cost and time, enhances consistency of services as well as promoting client-organisational relationship. It is therefore important for managers to understand who, what and when to reward employee effort and performance. Employees do not only want to feel the need to come to work but also a feeling of excitement about being in the office and working for the organization. From the study, majority of the respondents asserted that they loved their job and were proud to be employees of IKEA and likewise felt committed to the organisation. Majority of the respondents also expressed that they would sign a further five year contract with the organization if given the opportunity. However contradicting, when asked if they would quit in the light of a new job, 40% remained neutral and could not assure themselves to agree or disagree. This can explain that, most employees would stay with their employers only because they do not have a new job.
To get a deeper insight into whether the reward management system in place will cause employees to leave the organization, majority attributed their intention to leave rather to poor management/leadership (35%), poor organizational culture (20%), talent management (15%) and communication (15%). About 10% mentioned demotivating

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reward management system as a reason to quit. According to (Torrington 2011) an effective reward management system can be tailored to address the above mentioned issues hence the need for IKEA to pay attention to this.
Overall, the effectiveness of the reward system enough to motivate and retain employees met the admiration of 62.2% who justified their choice with ideas. 26.7% of respondents however opposed it. In both cases when asked to mention factors they believed could further improve the reward system, employees mentioned worklife balance (40%), timely rewards (25%), swift promotion (20%) and education sponsorship (15%).
4.5 SUMMARY
The purpose of this chapter was to analyze and discuss the results gathered by using the questionnaire. The heart of this study has been to discover the impact of reward management on the retention of employees. The result of the study revealed that employees are IKEA value both intrinsic and extrinsic rewards but were more geared to intrinsic rewards. It also became evident that, although most employees believed the reward system is motivating enough to motivate and retain employees, there were still factors that needed to be considered in that regard and these include work-life balance, timely rewards, swift promotion and educational sponsorship. On the hand, other factors such as poor leadership/ management, poor organizational culture, talent management and communication channels must be addressed by the reward system to increase employee retention

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CHAPTER FIVE
5.0 CONCLUSION AND RECOMMENDATIONS
5.1. Conclusion
The study was carried out to evaluate the impact of the reward system on employee retention at IKEA. The study has revealed both the merits and demerits of the reward system in place at IKEA. The case study approach was used to gather the perspectives, opinions, ideas and experiences of employees regarding several aspects of the reward system. Data was collected with questionnaire which have been analysed and discussed.
Reward Management System has long been a topic of discussion that researchers have studied and organisations battled with to understand the psychological concepts of human behavior. Literature review and different motivational theories such as Maslow’s hierarchy, Herzberg two-factor theory and expectancy theory have been used to debate the study.
Based on findings from the study, it can be concluded that, reward system in organization is not just about putting something in place, however the whole structure of the system is important. It must be tailored to meet the needs of the employees. Although employees at IKEA were more inclined to factors relating to the job itself, which is in line with Herzberg’s theory, the factors of importance to employees at IKEA included both intrinsic and extrinsic factors such as recognition by management and peers, feeling of teamwork and cooperation, opportunities for career growth, challenging work tasks and bonuses and other incentives. Employees also emphasized on flexible

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work schedule, job security and equal opportunity as needs that the organization needs to consider in it reward system.
The surprising results of the study reveals that most employees at IKEA did not know what was actually expected of them and hence were not satisfied with their job roles. Also although the rewards given compelled employees to achieve more, the number of times employees were rewarded happened to be low which is proven by a remarkable 60% being rewarded only once in the last two years and only 15% rewarded three times. This was also in agreement with why a majority of 55% felt they were not treated fairly regarding the company’s reward system. However, majority of the employees still accepted that the reward system was effective enough to motivate and retain employees but still needed some restructuring.
Conclusively, to improve employee retention by way of reward management system, employers need to engage their employees consistently to know what type of rewards will motivate them to stay in the organization and as times change, the reward system must also be restructured to suit the needs of employees.
5.2 Recommendations
Although, previous researchers have conducted studies in the areas of reward systems and several recommendations made, it is still evident that organisations and businesses are still trying to make a headway in that regard. However, based on my findings, the following recommendations are suggested to management:

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 More attention should be given to rewards that promote intrinsic motivation and satisfaction of employees. These should include employee engagement, recognition, setting clear objectives on job roles and work-life balance.
 The needs of employees should be a prime concern when structuring reward system. Thus it should be people focused. This can be achieved through open communication between managers and workers.
 The reward system must also be structured in such a way that will promote good leadership/management, talent management and a good organizational culture.
 Fair treatment and equal opportunities must be at the heart of the reward system. Employees must be made to feel that they are equally valued and not discriminated against as this can stifle a cold organizational climate.

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6.0 REFERENCES
Armstrong, M. (2007). A handbook of employee reward management and practice. London: Kogan Page.
Armstrong, M. and Stephens, T. (2006). A handbook of employee reward management and practice. London: Kogan Page.
Armstrong, M., Brown, D. and Reilly, P. (2011). Increasing the effectiveness of reward management: an evidence based approach. Employee Relations, 33(2), 106-120.
Beardwell, J. and Claydon, T. (2007). Human resource management: a contemporary approach. Harlow, England: Financial Times/Prentice Hall.
Bratton, J., & Gold, J. (2007). Human Resource Management. 4th edition, New York: Palgrave Macmillan.
Brown, D. (2014). The Future of Reward Management: From Total Reward Strategies to Smart Rewards. Compensation & Benefits Review, 46(3), 147-151
Chaminade, B. (2007) A retention checklist: how do you rate? [online] available from <> [28 Feb 2015].
Chaumeil, J. and Skok, J. (2012). Equal opportunity for all. The EMBO Journal, 31(7), pp.1627-1629.
CIPD (2014) Bonuses and Incentives [online] available from < http://www.cipd.co.uk/hr-resources/factsheets/bonuses-incentives.aspx > [10 March 2015]
CIPD (2014) Performance related pay [online] available from <> [10 March 2015]
CIPD (2015) Pay structures [online] available from <> [10 March 2015]
De Waal, A. and Jansen, P. (2013). The bonus as hygiene factor: the role of reward systems in the high performance organization. Evidence-based HRM, 1(1), 41-59.
Easterby-Smith, M., Thorpe, R., Jackson, P. R. (2008) Management Research. 3rd edn. London: Sage

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7.0 APPENDIX
7.1 Research Questionnaire

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7.2 Meeting Diary

Sarah Bentley

With a passion for helping students navigate their educational journey, I strive to create informative and relatable blog content. Whether it’s tackling exam stress, offering career guidance, or sharing effective study techniques

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sample 5

by Herman Bailey | Aug 15, 2026 | Essays | 0 comments

Polyphenols, Flavonoids, and Antioxidant Activity Involved in Salt Tolerance in Aegilops cylindrica
Student ID:
Word count: 2,113

Abstract
The research has been well understood around contemplating three most important parts mostly found in plants- Polyphenols, Flavonoids, and Zinc Oxide nanoparticles. The research has thoroughly based upon the necessary experimentation ofAegilops cylindricaleaf extracts, followed by statistical analysis around data reliability and validity. It can be stated henceforth that how these substances are equally responsible in providing the due antimicrobial and antioxidant activity, followed by the necessary analysis of its importance as well. Furthermore, structure of overall study is nevertheless important for the topic understanding affirmatively.
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Table of Contents
Introduction ………………………………………………………………………………………………………………..4 Materials and Methods ………………………………………………………………………………………………….6 Experimental conditions …………………………………………………………………………………………….6 Plant materials ………………………………………………………………………………………………………….6 Biochemical properties ………………………………………………………………………………………………6 Total Protein Content ……………………………………………………………………………………………..7 Polyphenol identification ………………………………………………………………………………………..7 Flavonoid content identification ……………………………………………………………………………….8 Salt tolerance ……………………………………………………………………………………………………………9 Zinc oxide nanoparticles identification ………………………………………………………………………. 10 Antioxidant and antimicrobial activity ……………………………………………………………………….. 11 Statistical analysis ………………………………………………………………………………………………….. 12 Results and Discussion ……………………………………………………………………………………………….. 13 Conclusion ……………………………………………………………………………………………………………….. 15 Reference list ……………………………………………………………………………………………………………. 16
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Introduction
Aegilops Cylindrica is one of the most crucial elements of the grass family (Pocaceae) present mostly in North America and Eurasia. This major player in wheat taxonomy has been a favourite of several scientists and experts in terms of identifying the development of rhizomes present in their roots (Kiani et al. 2021). However, the uncontrollable growth and its similarity with wheat cultivation are oftentimes a bother for the farmers, especially when it comes to grain cleaning. This particular similarity with wheat as well as shared genetics suggested the fact that there is no herbicide registered in terms of controlling these grasses (Clark, 2020). Scientists, however, are suggesting its numerous benefits around their antioxidant and antimicrobial activity, followed by its mediation of Zinc Oxide Nanoparticles, followed by the therapeutic role henceforth.

Figure 1: Aegilops Cylindrica
(Source: Kiani et al. 2021)
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Figure 2: FASTA and Genbank sequence of Aegilops cylindrica DREB2 (DREB2) gene, partial cds
(Source: Clark, 2020)
In the following project, the empirical study has duly focused upon the materials and methods, followed by the expected results and discussions. The segment of biochemical analysis provides necessary data around total protein content, followed by polyphenol and flavonoids content. The salt tolerance of this particular weed and zinc oxide nanoparticles coming out of the same is the necessary implication here as well.
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Materials and Methods
Experimental conditions
In terms of experimenting on the weed subject, it can be identified that a suitable environment is necessary in terms of contemplating the favourable growth and living. A perfect season is necessary for the due cultivation of these particular weeds as well, especially aligning with the winter wheat. The optimum yield of jointed wheatgrass, also known by the scientific name Aegilops Cylindrica can be aggravated in terms of providing the high concentration of sodium chloride (1M NaCl) in the water, as it has proven to be effective (Arabbeigi, Arzani & Majidi, 2019). The soil moisture is also a necessary need for the growth of the weed, almost 80% in the root zone.
Plant materials
The plant materials are taken on the basis of the highly salt content genotype of Aegilops Cylindrica, followed by necessary description around the research analysis of the same. Subsequent identification of immature embryos of these plants have been necessary to take care of with proper humidity, temperature, soil depth and adequate sunlight (Mallory-Smith et al. 2018). These actions are followed by the plantation in terms of proper growth.
Biochemical properties
The expression of biochemical properties here has been developed around the leaf extracts of Aegilops Cylindrica, followed by all the necessary experimentation using standards for different identification of biochemical parts. It is always necessary to do the research work in aseptic conditions, followed by relative temperature and atmospheric pressure present in the environment.
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Total Protein Content
In terms of identification of total protein content henceforth, the Bovine Serum Albumin solution (BSA) is a necessary undertaking. However, in terms of accession of different types of proteins and amino acids like proline, leucine, lysine or isoleucine accordingly, different chemicals can be used accordingly, followed by different processes (Chinnadurai, Krishnan & Perumal, 2018). The mechanic understanding of plant and vegetable cells is still an ongoing research, as there is not much clarification around the same. Thus, it is necessary to do the through aggregation upon the same, especially in terms of providing adequate information around its implication over health and nutritions, followed by the environment.
Polyphenol identification
It is necessary to understand that polyphenol is one of the most important components of Aegilops Cylindrica. The polyphenol has several benefits around nutritions like regulating metabolism, weight and chronic disease, followed by cell proliferation (Wang, Qi & Zheng, 2022). Direct health benefits of the same are quantified around blood clot prevention in blood vessels, lower heart disease risk, reduction in blood sugar levels, promoting healthy brain function and the rest. In terms of quantifying the amount of polyphenol present in the weed taken here, followed by its due presence in the particular plant as well is better identified in terms of using the HPLC method (Kiani, Arzani, & Mirmohammady Maibody, 2021). The HPLC, also known as high-performance liquid chromatography system, is a necessary undertaking around identifying, quantifying and purifying the individual components of a mixture, let alone the leaf extract.
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Figure 3: Chemical structures of different classes of Polyphenols
(Source: Wang, Qi & Zheng, 2022)
Flavonoid content identification
Flavonoid, organic compounds produced naturally in various plant sections, is one of the most necessary undertakings here. This is because of the fact that it is historically known for different antioxidant, anti-inflammatory, and antiviral properties (Khlestkina et al. 2017). Its antimicrobial activity is mostly bestowed upon its structure of acting like a secondary metabolite in terms of stopping the proliferation of bacterial cell growth. Herein, the types of flavonoids present in the Aegilops Cylindrica leaf extract (apart from basic 15-carbon flavone skeleton with two benzene rings) and the adequate amount are duly identified by methanolic extract solution (Aryal et al. 2019). The aliquot can be made using NaNO2 and aluminium chloride solution, followed by checking the absorbance using a spectrophotometer.
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Figure 4: Basic structures of Flavonoids
(Source: Aryal et al. 2019)
Salt tolerance
In terms of salt tolerance identification of the weed, several methods can be taken into necessary account. However, the soil content identification, followed by its correlation with changes in osmotic potential of leaves as well as sodium translocation is a necessary undertaking herein. A more sophisticated identification of plant salt tolerance is attributed towards the accumulation of stress responsive proteins (Czolpinska & Rurek, 2018). The due relation between total soluble proteins with total increase in total free amino acids holds importance
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around the aforementioned stress responsive proteins study. The salinity effect of Aegilops Cylindrica is hereby understood around its halophytic properties as well (Kiani et al. 2021).
Several researches have already identified its properties on the basis of rhizosphere importance in the soil as well.
Zinc oxide nanoparticles identification
The zinc oxide nanoparticles (ZnO-NPs) identification is necessary in terms of plant-mediated development, especially around their implications around several antimicrobial and antioxidant activity. In terms of reactive oxygen species formation, it can be emphasised that the zinc ions (Zn2+) present in their structure are released upon cellular activity as well as signalling (natural by-products), thus propagating cell apoptosis (Siddiqi & Husen, 2018). In this project, the necessary estimation of ZnO-NPs are done around Zinc nitrate hexahydrate or Zn
(NO3)2·6H2O. The structural characterisation by the usage of X-Ray Diffraction (XRD), Energy Dispersive X-Ray Analysis (EDAX) and Scanning Electron Microscopy (SEM) is done henceforth (Mahamuni et al. 2019). The necessary identification thus duly illustrated around contemplating the antimicrobial and antioxidant activity, provided with adequate information and biblical studies.
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Figure 5: Zinc Oxide nanoparticles structure
(Source: Siddiqi & Husen, 2018)
Antioxidant and antimicrobial activity
The antioxidant activity and antimicrobial properties have been well understood around the finding the solution of whether the elements taken into account (polyphenols, proteins and amino acids, flavonoids and Zinc oxide nanoparticles) are known for necessary implications.
Antioxidants are mostly understood by the due prevention or delay in cell damage, providing protection against free radicals (Rajendiran, Packirisamy & Gunasekaran, 2018). On the other hand, antimicrobial activities can be taken into account on the basis of secondary metabolite synthesis, and characterised in antibacterial, antiviral or antifungal properties. It can also be stated that antiseptics and disinfectants are also categorised as important antimicrobial agents (Souza et al. 2020). In terms of all the elements and their individual aspects around the activities aforementioned, the research is done around different mechanisms and expected discussions accordingly.
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Statistical analysis
Statistical analysis is necessary in terms of contemplating the first hand data in terms of identifying the development of research in a much reliable manner, followed by reaching the necessary conclusions. Ideally, the coefficients and correlation analysis is done, especially for the necessary reliability of data. The p value should be under 0.05 herein (Darling, 2021). Regression analysis at multiple levels, followed by analysis of ANOVA is obligatory hence. The protein content, total Flavonoid, zinc oxide and Polyphenol content identification is taken as the primary data development process, followed by analysis using SPSS software specifically.
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Results and Discussion
The results of the project can be identified around expected results and discussions, followed by developing the relation between different antioxidants and antimicrobial drugs with their presence in salt tolerant weeds like Aegilops Cylindrica. In terms of salt tolerance, statistical research comes into consideration around various biochemical properties of the leaf extract here. The salt stress analysis is ideal to not only identify the necessary growth of the weed, but it is also illustrated that necessary development of all the components responsible for the antimicrobial as well as antioxidant activity is quantified as well. There is an expected and significant increase of total protein content as well, especially due to the increment in salt concentration. It can also be understood that the stress responsive proteins are developed accordingly (Mittler et al. 2022). However, without proper identification of the same it is not quite a strong statement to be taken into account.
In terms of identifying total flavonoid content (TFC), it can be duly understood whether the salt stress increases the flavonoid content or not. It can be identified that the specific genotype of weed is responsible for their overall growth in salt stress, let alone the flavonoid content (Kiani, Arzani, & Mirmohammady Maibody, 2021). Several researches around the same have already identified the needful, and the due growth increase will be an add on over necessary research development around the expectation. Additionally, flavonoids are relatively called as potent antimicrobial agents. It can be both bacteriostatic and bactericidal in terms of inhibiting energy metabolism and synthesis of nucleic acids, followed by damaging the cytoplasmic membrane. Flavonoids have the properties around reducing free radical formation and
scavenging free radicals, which are nevertheless the most important function of antioxidants.
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The polyphenol identification is necessary in terms of identifying the non-flavonoid polyphenol (phenolic acids), and thus provides important understanding around salt stress as well as genotype of phenolic acids as well. The HPLC method establishment necessarily helps to identify the eight most abundant phenolic acids (chlorogenic acid, ellagic acid, ferulic acid, syringic acid, vanillic acid, caffeic acid, p-coumaric acid, and gallic acid) accordingly (Shen et al. 2018). Salt stresses are relatively responsible for the development of polyphenolic
compounds. According to Buljeta et al. (2021), the polyphenols are ideally the best antioxidant in terms of neutralising free radicals by donating either one electron or one hydrogen atom. It is a necessary consideration that the abundance of hydroxyl groups helps in protecting the body tissues against oxidative stress, thus working like a barrier for associated pathologies. In terms of being a potential antimicrobial agent, it is worth noting that these have proven statistics and results around establishing therapeutic strategies against antibiotic resistance (Aslam et al. 2018). However, there is very little data around the fact that the antibacterial or antifungal properties are relatively shown by the polyphenol or not.
In terms of zinc oxide nanoparticles identification, The analysis of the presence is duly done around quantifiable data finding from X-Ray Diffraction (XRD), Energy dispersive X-ray spectrometer and Scanning Electron Microscope (SEM), and ideal discussion is done upon the same. The diffractometer around XRD shows the necessary peak, and identification of spectra is contemplated accordingly using the Debye–Scherrer equation (Mustapha et al. 2019). The micrograph developed around SEM is necessary to contemplate the exact structure of ZnO nanoparticles, particularly analysing the size as well. Elemental composition is quantified using EDAX by identifying the presence of only two elements- zinc and oxygen, followed by the atomic and weight percent composition of them ideally.
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The statistical result ideally provides its best for concretising the biochemical elements present in terms of leaf extracts, and suggestive towards the reliability of the data. This indirectly implies that the presence of all these parts are necessary to quantify obligatory antimicrobial and antioxidant activities as well.
Conclusion
The Aegilops Cylindrica leaf extracts are an all time necessity for critical analysis of growth, reproduction as well as the elemental properties of protection from oxidative stress and microbial distress accordingly (El Shafey, 2020). It has been identified in overall
experimentation, followed by data analysis that elements like polyphenol, flavonoids and Zinc Oxide nanoparticles are responsible for antimicrobial as well as antioxidant properties. Saline water usage has ideally interpreted the increment of total protein content, which establishes the fact that polyphenols and flavonoids are equally increased in terms of increasing high salt content in the environment. Statistical analysis is developed around the information reliability and validity, focusing upon the topic itself.
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Shree/publication/323250520_Studies_on_detection_and_analysis_of_proteases_in_leaf_ extract_of_medicinally_important_plants/links/5f7e02cd92851c14bcb66a62/Studies-on-detection-and-analysis-of-proteases-in-leaf-extract-of-medicinally-important-plants.pdf Clark, S. L. (2020). Using herbicides to restore native species and improve habitat on rangelands and wildlands. Outlooks on Pest Management, 31(2), 57-60.
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Czolpinska, M., & Rurek, M. (2018). Plant glycine-rich proteins in stress response: An emerging, still prospective story. Frontiers in plant science, 9, 302.
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Kiani, R., Arzani, A., Mirmohammady Maibody, S. A. M., Rahimmalek, M., & Razavi, K.
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Herman Bailey

With a student-centered approach, I create engaging and informative blog posts that tackle relevant topics for students. My content aims to equip students with the knowledge and tools they need to succeed academically and beyond.

task sample 16

by Sarah Bentley | Aug 15, 2026 | Essays | 0 comments

BUS4012
Introduction to Business Finance
Time Constrained Assessment
Date for Submission: Please refer to the timetable on iLearn
(The submission portal on ilearn will close at 12:00 UK time on the date of submission)
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Arden University © reserves all rights of copyright and all other intellectual property rights in the learning materials and this publication. No part of any of the learning materials or this publication may be reproduced, shared (including in private social media groups), stored in a retrieval system or transmitted in any form or means, including without limitation electronic, mechanical, photocopying, recording or otherwise, without the prior written consent of Arden University. To find out more about the use and distribution of programme materials please see the Arden Student Terms and Conditions.

Assignment Brief
As part of the formal assessment for the programmeyou are required to submit a
Business Finance assessment. Please refer to your Student Handbook for full
details of the programme assessment scheme and general information on preparing
and submitting assignments.
Learning Outcomes:
After completing the module, you should be able to:
On successful completion of this module students will be able to:
1. Explain different sources of business finance available to organisations
2. Apply basic management accounting techniques including budgeting, investment appraisal and cost volume profit analysis
3. Interpret financial accounting information, perform and evaluate basic accounting transactions and perform basic financial ratio analyses
4. Identify and assess the role of various FinTech applications.
Professional Skills: Perform effectively within the professional environment. Work
within a team, demonstrating interpersonal skills such as effective listening,
negotiating, persuading and presentation. Be flexible and adaptable to changes
within the professional environment
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Arden University © reserves all rights of copyright and all other intellectual property rights in the learning materials and this publication. No part of any of the learning materials or this publication may be reproduced, shared (including in private social media groups), stored in a retrieval system or transmitted in any form or means, including without limitation electronic, mechanical, photocopying, recording or otherwise, without the prior written consent of Arden University. To find out more about the use and distribution of programme materials please see the Arden Student Terms and Conditions.

Guidance
Your assignment should include: a title page containing your student number, the module name, the submission deadline and the exact word count of your submitted document; the appendices if relevant; and a reference list in AU Harvard system(s).
You should address all the elements of the assignment task listed below. Please note that tutors will use the assessment criteria set out below in assessing your work.
You must not include your name in your submission because Arden University operates anonymous marking, which means that markers should not be aware of the identity of the student. However, please do not forget to include your STU number.
Maximum word count: it is expected that your submission should not exceed 3,000 words
Please refer to the full word count policy which can be found in the Student Policies section here:
Please note the following:
Students are required to indicate the exact word count on the title page of the assessment.
The word count includes everything in the main body of the assessment (including in text citations and references). The word count excludes numerical data in tables, figures, diagrams, footnotes, reference list and appendices. ALL other printed words ARE included in the word count.
Please note that exceeding the word count by over 10% will result in a 10-percentage point deduction.
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Arden University © reserves all rights of copyright and all other intellectual property rights in the learning materials and this publication. No part of any of the learning materials or this publication may be reproduced, shared (including in private social media groups), stored in a retrieval system or transmitted in any form or means, including without limitation electronic, mechanical, photocopying, recording or otherwise, without the prior written consent of Arden University. To find out more about the use and distribution of programme materials please see the Arden Student Terms and Conditions.

Assignment Instructions
Instructions:
This assessment should take you no longer than 3-4 hours and can be
completed at any point during the 24-hour window. Please ensure you give
yourself adequate time to upload your completed paper to Turnitin.
For further guidance on the TCA assessment please click on this link:

No formulae sheet is provided, you are expected to access these from appropriate
library sources (if required).
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Questions
All questions are compulsory and relate to the following case study.
Y Ltd.
Y is a large, privately owned supermarket retail group based in the UK. It has a total of 30 stores throughout the UK. The business is family owned and was founded by Gene Cooper who has recently stepped down as chairperson. From
2020, the business has been run by one of Gene’s children, Drinkwater.
The company has always been debt averse but there is evidence that the business is being held back by a lack of capital investment, especially in the key areas of online sales and store layouts. As a result, Drinkwater is considering borrowing £200m to fund the cost of developing an online sales division (Y has no online sales activity at present). The finance director also wants to invest in a new double entry bookkeeping system as the current one has led to misstatements and errors in the financial statements. Drinkwater is not convinced this is an important or beneficial investment.
Y is notorious for centralising services and functions, and the company has the highest operating gearing ratio in the sector. Drinkwater wants to continue with this policy and has plans to centralise more retail store functions which will require relocating staff to the head office. Many of these relocated staff will be required to work on the new online sales project.
As part of the year 2021 audit, Y’s auditors noticed that the organisation’s incremental budgeting system required managers to provide very little justification for their budget requests. They also identified significant budgetary slack in Y.
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Arden University © reserves all rights of copyright and all other intellectual property rights in the learning materials and this publication. No part of any of the learning materials or this publication may be reproduced, shared (including in private social media groups), stored in a retrieval system or transmitted in any form or means, including without limitation electronic, mechanical, photocopying, recording or otherwise, without the prior written consent of Arden University. To find out more about the use and distribution of programme materials please see the Arden Student Terms and Conditions.

The following accounting and financial information are available:
Statement of Financial Position: 2020 and 2021
Note total trade creditors are 40 for 2021 and 42 for 2020 Profit and Loss 2020 and 2021
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Arden University © reserves all rights of copyright and all other intellectual property rights in the learning materials and this publication. No part of any of the learning materials or this publication may be reproduced, shared (including in private social media groups), stored in a retrieval system or transmitted in any form or means, including without limitation electronic, mechanical, photocopying, recording or otherwise, without the prior written consent of Arden University. To find out more about the use and distribution of programme materials please see the Arden Student Terms and Conditions.

Question 1
Required:
a. What is ratio analysis and its importance? (3 marks)
b. Calculate appropriate financial ratios covering Y’s profitability, liquidity, gearing and efficiency for the years’ 2020 and 2021.
(20 marks) c. Comment upon the results of your ratio analysis and Y’s operating gearing ratio.
(10 marks) d. Identify some of the key advantages for Y should they choose to invest in an effective, automated bookkeeping system.
(7 marks)
(Total: 40 marks)
[LOs: 3,4]
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Arden University © reserves all rights of copyright and all other intellectual property rights in the learning materials and this publication. No part of any of the learning materials or this publication may be reproduced, shared (including in private social media groups), stored in a retrieval system or transmitted in any form or means, including without limitation electronic, mechanical, photocopying, recording or otherwise, without the prior written consent of Arden University. To find out more about the use and distribution of programme materials please see the Arden Student Terms and Conditions.

Question 2
As part of the planned expansion into online sales, Y is considering investment in several items of IT hard and software. One such item is a centralised route planning piece of software (for the delivery vans). Drinkwater believes this will lead to increased profitability. There are two possible choices of software that could be selected; the investment information and estimated cashflows for each software package is shown below:

Y has a cost of capital of 12%.
Each piece of software has a useful life of 4 years. The scrap value will be zero for both.
Required:
a) Calculate the payback for each software package.
(5 marks)
b) Calculate the net present value for each software package.
(10 marks)
c) Explain the term Internal Rate of Return (IRR)
(10 marks)
d) Advise Y as to which software package should be chosen.
(5 marks)
e) Explain how the use of FinTech could be beneficially incorporated into the online retail sales project.
(10 marks)
(Total 40 marks)
[LOs: 2, 4, 5]
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Arden University © reserves all rights of copyright and all other intellectual property rights in the learning materials and this publication. No part of any of the learning materials or this publication may be reproduced, shared (including in private social media groups), stored in a retrieval system or transmitted in any form or means, including without limitation electronic, mechanical, photocopying, recording or otherwise, without the prior written consent of Arden University. To find out more about the use and distribution of programme materials please see the Arden Student Terms and Conditions.

Question 3
Required:
Draft a briefing note to the chairperson Drinkwater, which:
a(i) What is Budgeting? (3 marks)
a(ii) What is the difference between Budgeting and Budget? (2 marks)
a(iii) Discuss the advantages and disadvantages of the different approaches to budgeting that could be used by Y.
(6 marks)
a) Identifies and explains the problems that can be caused by organisational
slack (budgetary slack).
(4 marks)
b) Identifies and briefly discusses some of the main sources of debt finance that Y could select to fund the new online retail sales project.
(5 marks)
(Total: 20 marks)
[LOs: 1, 2, 5]
End of Questions
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Referencing Guidelines
You MUST underpin your analysis and evaluation of the key issues with appropriate and wide ranging academic research and ensure this is referenced using the Arden University (AU) Harvard System.
Follow this link to find the referencing guides for your subject:
Atrill, P. and McLaney, E., (2021). Accounting and Finance for Non specialists.
Pearson
Link to Book:

Submission Guidance
Assignments submitted late will not be accepted and will be marked as a 0% fail.
Your assessment can be submitted as a single Word (MS Word) or PDF file, or, as multiple files.
If you chose to submit multiple files, you must name each document as the question/part you are answering along with your student number ie Q1 Section A STUXXXX. If you wish to overwrite your submission or one of your submissions, you must ensure that your new submission is named exactly the same as the previous in order for the system to overwrite it.
You must ensure that the submitted assignment is all your own work and that all sources used are correctly attributed. Penalties apply to assignments which show evidence of academic unfair practice. (See the Student Handbook which is available on the A-Z key information on iLearn.)
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Assessment Criteria (Learning objectives covered – all)
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Sarah Bentley

With a passion for helping students navigate their educational journey, I strive to create informative and relatable blog content. Whether it’s tackling exam stress, offering career guidance, or sharing effective study techniques

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