Influence of content marketing on performance of supermarkets in Nairobi County.
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Date
2025-08Author
Ong’ondo, Luiza Moraa
Mbebe, James
Mbithi, Mary
Type
ArticleLanguage
enMetadata
Show full item recordAbstract
The purpose of this study was to examine the influence of Content Marketing on the performance of
supermarkets in Nairobi County, Kenya. This research was anchored on the Technology Acceptance Model
(TAM). The study employed a descriptive research design. The target population was 120 members of staff
from the 12 supermarkets in Nairobi County. Data collection was done using questionnaires. The collected
data was qualitative and quantitative. Analysis of data was conducted using descriptive and inferential
techniques. Descriptive analysis involved central tendency measures (mean, frequency, percentages).
Inferential analysis involved correlation analysis and regression analysis at a significance level of 5%. Tables
and pie charts with interpretation narratives and discussion of findings were used to depict the results. It was
found that the content marketing was (M=4.33, SD =0.63), and performance (M=4.30, SD =0.65). However, it
was found to have a positive but significant (p < 0.5) relationship with performance (r = .818, p = 0.000 < 0. 5)
at 5% level of significance. Content marketing had a positive influence on performance (t = 13.043, p <0.05).
Supermarkets should use their internet platforms to highlight their values, including sustainability,
community service, and charitable donations, in order to enhance their content marketing. In order to fully
utilize the potential of these tools, the study suggests investing more resources in other systematic marketing
strategies with larger target populations, and conducting additional research on policies pertaining to the use
of private information for marketing purposes.
Citation
Ong’ondo, L. M., Mbebe, J., & Mbithi, M. (2025). Influence of content marketing on performance of supermarkets in Nairobi County. The Strategic Journal of Business & Change Management, 12 (3), 319 – 330. http://dx.doi.org/10.61426/sjbcm.v12i3.3330Publisher
The Strategic Journal of Business & Change Management,
