Product Differentiation Strategies and Organizational Performance of Tier 1 Commercial Banks in Kenya

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@article{1719092,
      author = {Namachanja Wamalwa Albert, Tecla Kirwa, Ezekiel Wechuli},
      title = {Product Differentiation Strategies and Organizational Performance of Tier 1 Commercial Banks in Kenya},
      journal = {Iconic Research And Engineering Journals},
      year = {2026},
      volume = {9},
      number = {12},
      pages = {2251-2261},
      issn = {2456-8880},
      url = {https://www.irejournals.com/formatedpaper/1719092.pdf},
      abstract = {Kenya’s largest banks compete under pressure from regulatory change, the spread of financial technology and customers who expect more, and product differentiation has become one of their main tools for setting themselves apart from rivals. This study set out to determine how product differentiation strategies affect the organizational performance of Tier 1 commercial banks in Kenya and how far customer satisfaction carries that effect. The study adopted a mixed methods explanatory sequential design and was anchored on Porter’s competitive advantage theory, the resource based view and expectancy disconfirmation theory. A sample of 264 branch and operations managers drawn from the eight Tier 1 commercial banks through stratified random sampling responded to a structured questionnaire, and the quantitative evidence was complemented by sixteen executive interviews and four customer focus group discussions analysed through reflexive thematic analysis. Quantitative data were analysed using descriptive statistics, Pearson correlation, simple linear regression and bootstrap mediation analysis. Product differentiation strategies were implemented to a high degree, with a composite mean of 3.99 on a five point scale. The correlation analysis returned a positive and significant association between product differentiation and organizational performance, and the regression analysis established that product differentiation accounted for 23.9 per cent of the variance in performance, so the null hypothesis was rejected. Bootstrap mediation analysis confirmed that customer satisfaction partially mediated the relationship, transmitting 54.8 per cent of the total effect. The qualitative evidence identified segmented product architectures, brand constrained product design, digital channel integration and customer perceptions of product fit as the mechanisms behind the statistical relationship. The study concludes that product differentiation is a meaningful driver of performance whose effect is realised principally through customer satisfaction, and recommends strengthened segment specific customisation and the alignment of differentiation investments with customer satisfaction.},
      keywords = {Product Differentiation, Organizational Performance, Customer Satisfaction, Competitive Positioning, Tier 1 Commercial Banks, Kenya},
      month = {June},
      doi = {https://doi.org/10.64388/IREV9I12-1719092}
  }