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Scholars
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African Journal of Agricultural Marketing ISSN: 2375-1061 Vol. 2 (10), pp. 171-176, October, 2014. Available online at 
www.internationalscholarsjournals.org © International Scholars Journals 

 

Author(s) retain the copyright of this article. 
 
 
 
 

Full Length Research Paper 
 

Marketing strategies implemented by garment-making 
micro-enterprises in Kenya 

 

Esmond G. Douglas 
 

Department of Management Studies, Jomo Kenyatta University of Agriculture and Technology, Kenya. 
E-mail: esmondgd@hotmail.com 

 

Accepted 5 August, 2014 
 

Fashion is very dynamic and way of life for humans in many consumer products, clothing included. In 
Kenya, the clothing industry is characterized by a dynamic environment and intense competition caused 
mainly by enlarged globalization, trade liberalization and importation of second-hand (mitumba) clothes. In 
this kind of environment, it is becoming increasingly difficult for an enterprise to maintain long-term 
success. Thus, the clothing enterprises are faced with challenges that demand them to offer higher value 
added products that meet the demands of the customers. As a solution, sound marketing strategies are 
critical to the survival and growth of micro-enterprises in the garment making sector. However, there is 
limited research that has looked at the enterprises from a marketing strategy perspective in terms of the 
type of marketing strategies that are embraced. This paper aims at highlighting the various marketing 
strategies. The study used ex-post facto research design targeting garment-making micro-enterprises with 
less than ten employees in Nakuru town. The main data collection instrument was a questionnaire that 
comprised closed and open-ended questions. Principal component analysis and Chi-square goodness-of-fit 

test (x
2
) were used to determine the various marketing strategies and test the hypothesis that there was no 

variation in the marketing strategies implemented by garment-making micro-enterprises. Eight strategies 
were identified as being implemented by garment-making micro-enterprises. Based on the results of this 
study, it is concluded that interactive marketing is the most implemented strategy while e-marketing is the 
least. However, further research is required to explore the impact of implementing the various marketing 
strategies on the growth of the enterprises. 
 
Key words: Garment-making, micro and small enterprises, marketing strategies. 

 
 
INTRODUCTION 
 
To survive and out of necessity, many people engage in 

entrepreneurial activities such as garment-making as 

micro enterprises. These enterprises are aimed at pro-

viding specific goods and services to targeted apparel 

consumers. According to Mulu-Mutuku et al. (2004),  many 

 
 
 

 
manufacturing micro-enterprises in Nakuru have generally 

stagnated in terms of growth mainly due to competition. 

This is witnessed especially in the garment making sector 

that is characterized by a variety of substitutes and free 

entry and exit into business.In such a situation, marketing
 



Esmond       171 
 
 

 
is a major issue that needs to be addressed if the micro 
enterprises are to survive (Ngoze, 2006). The garment-
making entrepreneurs must thus adopt marketing 
strategies that will make them achieve a competitive 
advantage and enable them remain relevant in the market 
place.  

Stokes and Wendy (2008) argue that marketing plays 
an essential role in micro-enterprises’ growth. This is 
mainly because a marketing strategy aids in identifying 
customers who the business can competitively serve, and 
tailoring product offerings, prices, distribution, promotional 
efforts, and services towards those customers. In addition, 
a sound strategy enables an enterprise to develop long-
range plans which ensure survival, profitability, growth, 
and perpetuity (Schiffman and Kanuk, 1992; Cohen, 2000; 
Fifield, 1992).  

Though the textile and clothing sector is a main focus 
for investment and principal in the development and 
growth of a country (Ikiara and Ndirangu, 2002), mar-
keting at the micro level in Kenya has not received much 
attention from researchers. The sector is characterized by 
a dynamic environment and intense competition caused 
mainly by globalization, trade liberalization, importation of 
the second-hand (mitumba) clothes and imported new 
clothing (Kinyanjui and McComick, 2002; Malinowska-
Olszowy, 2005; Mangieri, 2006). In addition to the above 
aspects, there is low demand for locally designed clothing 
(Elung’ata, 2003). Thus, garment making micro-
enterprises in Kenya have the challenge to adopt 
marketing strategies that will enable them to be more 
competitive as well as face the threats from the 
liberalized market (Gakure, 2006).  

Ngoze (2006) indicates that one of the major problems 
for micro-entrepreneurs is how to market their products. 
There is limited research on marketing strategies used by 
owners of micro-enterprises in garment making, yet 
marketing is very critical for business survival and growth 
(Björk et al., 2004). According to Li et al. (2008), micro-
enterprises and large enterprises have different charac-
teristics or approaches to marketing. This study identifies 
those approaches inherent in the garment-making micro-
enterprises in order to gain an understanding of those 
strategies that are commonly used. This will help 
entrepreneurs in choosing the strategy to use as well as 
provide potential entrepreneurs with information on what 
is being practiced. With this information, an entrepreneur 
will devise creative and innovative ways of being unique 
as well as being competitive. It was hypothesized that 
there was no variation in the marketing strategies 
undertaken by various garment-making micro-enterprises 
in Nakuru town. 
 
 

METHODOLOGY 
 
Based on a total target population of 385 micro-enterprises dealing 

with garment-making in Nakuru Municipality, confidence level of 

0.05 and confidence interval of 3, a sample of 295 respondents was 

 

 
 
 
 
used for the survey. The sample was selected using a table of 
random numbers. In addition, 40 respondents participated in the 
interviews (10% of total target population). The primary method 
used for data collection was a questionnaire that comprised 27 
items on a 5-Point likert scale ranging from “all the time” to “never” 
in relation to the types of marketing strategies that were adopted. 
According to Mugenda and Mugenda (1999), a sample size of 1 to 
10% of the population may be selected for the purpose of pre-
testing the research instrument. A sample of 30 respondents was 
thus used for the survey while 10 respondents were used for the 
interview to ascertain the reliability of the research instrument. 
Cronbach’s Alpha coefficient was used to test the reliability of the 
data collection instrument since it required only a single 
administration to provide unique estimate of the reliability for the 
given test. It also gave the average value of the reliability 
coefficients one would obtain for all possible combinations of items 
when split into two half-tests. The pre-tested questionnaire had a 
reliability coefficient of .795. 
 
 
RESULTS 
 
Principal component analysis using Varimax rotation 
method was used to identify the factorial structure of 27 
items and reduce them to smaller number of variables 
(strategies). The principal component analysis was used 
for purposes of data reduction and generation of 
components that represented the strategies as variables 
(uncorrelated). Five items having factor loadings less 
than 0.5 were excluded from further analysis. The 
remaining 22 variables yielded eight strategies, namely; 
E-marketing; Interactive Marketing; Market Penetration; 
Pricing; Branding and Cost Reduction; Product Differen-
tiation; Customer Focus; and Product Quality. These 
strategies had eigenvalues greater than 1 and the total 
variance accounted for was about 64%. This indicates 
there are the eight strategies are associated with mar-
keting efforts by the garment-making micro-enterprises 
(Tables 1 and 2). 
 
 
Interactive marketing 
 
Interactive marketing strategy accounted for about 8% of 
the variance with a mean factor loading of .685. Majority 
of the respondents (66%) indicated having implemented 
interactive marketing as a strategy. This was the most 
implemented strategy and was ranked the first (Table 2). 
These results are consistent with Stokes and Wendy’s 
(2008) arguments that most of the entrepreneurs spend 
most of their time and resources building relationships 
with customers who, when satisfied, recommend the 
business to others. According to Gwin (2009), interactive 
marketing is considered to be the best approach to 
creating value for the customer as well as being 
fundamental in satisfying customer’s current and future 
needs. It is based on ensuring that the customers are 
well-taken care of. Based on the interview results, this 
strategy was enhanced by talking to the customers; 
listening   to  what they  want;  giving  them  full  attention 



172          Afr. J. Agric. Mark. 
 
 
 
Table 1. Rotated component matrix for marketing strategies. 
 

Marketing strategy variables 
   Component    Communality 

 

1 2 3 4 5 6 7 8  
 

  
 

E-marketing          
 

communicate to customers through internet .860 .071 .049 .012 -.073 .012 .046 -.081 .762 
 

sell through internet .843 -.025 .034 -.082 .132 -.017 -.036 .027 .738 
 

source designs from internet .731 .083 .074 .073 -.091 -.062 -.001 .023 .565 
 

Market Penetration          
 

look for new ways to market designs .073 .760 .118 -.079 -.018 .226 .113 .295 .755 
 

only make clothes by order .066 .697 .074 .128 .084 .147 .026 -.055 .544 
 

constantly looking for new customers -.022 .662 .206 .155 .149 -.153 -.119 -.029 .565 
 

Branding and Cost Reduction          
 

have a business name .057 .132 .790 -.048 .125 .206 -.018 -.290 .789 
 

use modern machines .096 .056 .760 .009 .025 -.261 -.010 .068 .664 
 

employees paid for the work done .028 .176 .652 .156 -.093 .041 .120 .152 .529 
 

Interactive Marketing          
 

ask for feedback/evaluation .030 .030 .011 .782 -.068 -.010 .127 -.012 .634 
 

serving customers very important .117 .134 .108 .720 .113 .171 -.014 .161 .630 
 

Strong commitment to our customers -.414 .092 .012 .554 -.034 .045 -.004 -.041 .492 
 

Customer Focus          
 

customers opinion important in style decisions -.088 .135 -.023 -.089 .754 -.138 -.011 .029 .623 
 

focus on having as many customers as possible .074 .079 .021 .219 .681 -.124 .274 .018 .614 
 

set prices to increase flow of customers .002 -.022 .060 -.101 .656 .439 .016 -.094 .646 
 

Pricing          
 

our prices always lower than competitors -.104 .017 -.018 .085 .011 .766 .027 .179 .639 
 

prices based on market price .046 .327 -.056 .161 -.171 .630 -.071 -.236 .625 
 

Product Differentiation          
 

Keen on new designs that are on fashion -.094 -.082 .159 -.066 .026 -.005 .715 -.034 .559 
 

offer after sale services .110 -.121 -.089 .168 .099 .136 .669 .076 .545 
 

strive to have unique designs all the time .003 .323 .000 .050 .074 -.164 .662 -.011 .578 
 

Product Quality          
 

consider quality rather than price in choosing fabrics -.114 -.079 .042 .007 .116 .212 -.066 .841 .791 
 

emphasize on workmanship .124 .257 -.051 .130 -.178 -.241 .110 .703 .697 
  

Initial Eigenvalues (total) 
 
% of variance Cumulative 

% of variance  
Number of items (total = 22) 

 

2.892 2.314 1.79 1.727 1.566 1.408 1.16 1.126 
  2    0  

10.32 8.742 7.977 7.606 7.529 7.290 7.083 7.018 
10.32 19.06 27.04 34.64 42.17 49.46 56.55 63.564 

3 3 3 3 3 2 3 2 
 
Note. N of Cases = 256; Extraction Method, Principal Component Analysis; Rotation Method, Varimax with Kaiser Normalization, Kaiser-Meyer-Olkin 

Measure of Sampling Adequacy= 0.599, Bartlett’s Test of Sphericity, X
2
= 1145.081, p = 0.000; df= 231, Rotation converged in 8 iterations. 

 

 
when they walk in; and as well as   negotiating  at  a per- Branding and cost reduction strategy  
sonal level. This was possible since the business people 
had direct contact with the customers. This strategy explained 8% of the variance with a mean 



Esmond       173 
 
 
 
Table 2. Implementation of the Marketing Strategies by the Micro-enterprises 
 

Strategy Implemented Did not implement Ranking 

Interactive Marketing 170 (66%) 86 (34%) 1 
Branding and Cost Reduction 155 (61%) 101 (39%) 2 
Customer Focus 146 (57%) 110 (43%) 3 
Market Penetration 144 (56%) 112 (44%) 4 
Product Differentiation 141 (55%) 115 (45%) 5 
Pricing 119 (46%) 137 (54%) 6 
Product Quality 96 (37%) 160 (63%) 7 
E-marketing 54 (21%) (79%) 8 

 
 
 
factor loading of .734. This strategy was implemented by 
61% of the respondents while 39% did not. In garment-
making, most branding is based on the owner’s name(s). 
From the results of this study, most of the respondents 
indicated that they had a business name by which the 
customers identified them with. From the interview 
results, most of the businesses were named after the 
name of the owner. Most of the respondents (who use 
their names as a brand name) expressed that it was 
difficult to change the names since most customers were 
already used to refer to them that way. According to 
Azevedo and Farhangmehr (2005), brands provide 
emotional and self-expression benefits to the customers 
thus leading to business success since the customer 
tends to associate the product with the manufacturer. For 
example, a customer who is loyal to a particular designer 
derives satisfaction which makes him/her make repeat 
purchases. Gwin (2009) argues that repeat purchases 
are likely to take place if the customers identify with a 
particular product brand or name (owner’s name or the 
business name) and associate that name with the 
manufacturer. This means that garment making enter-
prises that had a business name were likely to retain 
customers; hence more orders that translated to more 
profit. However, to build an image in the clothing market, 
advertising, quality and workmanship of the garment is of 
great importance.  

Under this strategy, micro-enterprises also sought 
various ways of reducing or minimizing costs. Use of 
modern machine such as electric sewing machines, over-
lock and embroidery machines increase efficiency, hence, 
reduction of the operating costs. One of the interviewees 
indicated: “ Electric sewing machines are faster, neater 
and easier to use”. This implies that when using an 

electric sewing machine, one is able to make many pieces 
within a given time as opposed to the manual machines; 
hence reducing time spent. Results also indicated that 
workers were paid for the work done. This kind of 
arrangement ensured minimum costs of production since 
the workers were contracted only when there was work to 
be done. This was viewed as cost effective as opposed to 
a waged or salaried worker who needed to be paid at the 
end of the month whether or not there  was  work. Based 

 
 
 
on these results, it is clear that most entrepreneurs in 

garment making look for ways of cutting costs. This 

showed that they were applying the principles of 

remaining competitive as posited by Bharradwaj et al. 

(2005), Gakure (2006) and Ngoze (2006), that for a 

business to be competitive, the enterprise needs to be 

the lowest cost producer relative to its competitors. 
 
 
Customer focus 
 
This strategy accounted for 8% of the variance with a 
mean factor loading of .697. This strategy was adopted 
by 57% while 43% did not adopt it at all. A customer-
based strategy involves planning on how to handle the 
customers at every point and it is practiced by enterprises 
that are customer-centric. All the respondents interviewed 
were in agreement that the customer know what he/she 
wants and one has to listen to him or her (have products 
as per customer needs). Stokes and Wendy (2008) 
indicate that micro-enterprises adopt a customer-oriented 
strategy in order to survive and thrive in a competitive 
market. Based on this study, it is clear that garment-
making micro-enterprises take customer opinion as 
regards to prices very important while devising ways of 
having as many customers as possible. 
 
 
Market penetration 
 
Market penetration as a strategy accounted for 9% of the 
variance with a mean factor of .706. It was undertaken by 
56% of the respondents. Stokes and Wendy (2008) posit 
that enterprises implement this strategy with the aim of 
increasing their customer base as well as sales without 
making major changes on their products. The results 
indicate that most of the garments making micro enter-
prises focus more on the market. Market penetration as a 
strategy was introduced by Ansoff as an alternative 
strategy which links products to the markets with the least 
risk in the large firms (Kotler and Armstrong, 1994). 
However, this strategy is also applicable to micro-
enterprises  because   it   seeks   to  increase  the  market



 
 
 
 
share with the existing products. This means that one has 

to keep on looking for new ways to market his/her designs 

and constantly look for new customers. 

 
Product differentiation 
 
Product differentiation accounted for 7% of the total 
variance with a mean factor loading of .682. Those that 
implemented this strategy were 55% while 45% did not 
implement it. In garment making micro-enterprises, diffe-
rentiation is achieved by having new and unique designs 
as well as offering “after sale” services. Based on the 
interviews, the most after sale services offered are ironing 
and quantity discounts. A customer who is price-sensitive 
would be loyal to a specific garment maker since he/she 
knows he/she will make discounts based on how many 
items he/she orders and the frequency of placing the 
orders.  

The garment making entrepreneurs are also keen on 
what is in the market (fashionable), in order to ensure that 
their products are unique thus creating a competitive 
edge. Swinker and Hines (2007) hypothesized that 
fashion consumers are also keen on what is on fashion 
and would always want to be unique since clothing is 
used as a way of extending oneself. Interview results also 
indicated that fashion consumers want unique designs. 
Some interviewees indicated that fashion conscious 
customers hate to see someone else with similar designs 
and if this happens, they will never wear that garment 
even though it may be new. 
 
 
Pricing 
 
Pricing accounted for 7% of the variance with a mean 
factor loading of .698. The pricing strategy was imple-
mented by 46% of the respondents while majority (54%) 
did not. According to Stokes and Wendy (2008), the 
pricing strategy can be equated to the price penetration 
approach. Based on the results, those who utilized this 
approach aimed at keeping prices as low as possible in 
order to achieve the highest level of sales. This indicates 
that some of the garment-making micro-entrepreneurs 
will always set prices lower than the competitors using 
the market price as the benchmark. These results tally 
with the remarks from some of the interviewees who 
indicated: “cannot charge extremely high or low vis-à-vis 
the average market price”. 
 
 
Product quality strategy 
 
This strategy explained 7% of the variance with a mean 

factor loading of .772. It was implemented by 37% of the 

respondents marketing while 63% did not undertake it. 

This is an indication that few entrepreneurs in garment 

making  pay  attention  to  quality  of  the  products.  The 

174          Afr. J. Agric. Mark. 
 
 

 
interview results indicate that good quality is one of the 
demands that customers make when they order gar-
ments. According to Stokes and Wendy (2008), product 
quality refers to the benefits to the customer as a result of 
using the product and the actual product features or 
characteristics that create these benefits. The quality of 
the fabric is important in garment -making because it 
affects the hand feel, texture and other performance 
aspects of the product. One of the interviewee indicated; 
“Quality of a fabric is a thing one learns with experience, 
once you can distinguish between poor and good quality 
you can offer the best”.  

Swinker and Hines (2007) indicate that majority of the 
fashion consumers (65%), consider quality as important 
in their clothing purchase. Thus, the entrepreneurs in 
garment-making micro-enterprises have the obligation to 
ensure that products presented to the consumers are 
made of good quality material with excellent work-
manship. However, from this study, product quality was 
not a priority area. This explains why business in second 
hand clothing continues to thrive in Kenya since the 
clothes are viewed to be of higher quality as compared to 
custom-made clothing. 
 
 
E-marketing 
 
E-marketing strategy had factor loadings that ranged from 
.731 to .860 with a mean factor loading of .811. These 
explained 10% of the variance. Majority of the 
respondents (79%) indicated that they never undertook 
E-marketing with only 21% indicating that they undertook 
it. It was the least adopted strategy among those identified 
(Table 2). This means that garment-making micro-
enterprises in Kenya have not yet embraced the usage of 
internet as a means of communication or for sourcing for 
designs, though it is viewed as a modern business 
practice.  

These results are consistent with the findings of 
Kinyanjui and McCormick (2002) that most Kenyan 
garment making enterprises do not engage in E-mar-
keting. Stokes and Wendy (2008) observed that the full 
impact of the internet on competitive strategies is yet to 
be seen among entrepreneurs. Based on the interview 
results, the main ways of communicating to the customers 
are through cell-phones and face-to-face.  

However, there is need for the garment- making micro-

entrepreneurs to embrace the internet more as a 

communication tool as well as a source of inspiration for 

the latest design ideas. This means there is need for 

computer training to equip the entrepreneurs with skills 

necessary to effectively implement this strategy. 

 
Testing of the hypothesis on variation of marketing 

strategies 
 
To  test  the  hypothesis  that  there   is no variation in the 



Esmond       175 
 
 

 
Table 3. Chi-square goodness-of-fit test statistics for the marketing 

strategies. 
 
 Strategy Chi-Square df Asymp. Sig. 
 E-marketing 85.562

a
 1 .000* 

 Interactive Marketing 27.562
a
 1 .000* 

 Product Quality 16.000
a
 1 .000* 

 Branding and Cost Reduction 11.391
a
 1 .001* 

 Customer Focus 5.062
a
 1 .024* 

 Market Penetration 4.000
a
 1 .046* 

 Product Differentiation 2.641
a
 1 .104 

 Pricing 1.266
a
 1 .261 

 
Note. a. 0 cells (.0%) have expected frequencies less than 5. The 

minimum expected cell frequency is 128.0. *Significant. 
 
 
 
marketing strategies undertaken by garment making micro 
enterprises, Chi-square goodness-of-fittest was used 
(Table 3).  

The results indicate that there was variation in the 
distribution of six strategies which was statistically 
significant. The P-values were less than 0.05 and chi-
square values were more than the critical value (3.84 at 
0.05 confidence level and 1 df). These include E-
marketing; Market Penetration; Branding and Cost 
Reduction; Interactive Marketing; Customer Focus; and 
Product Quality. However, two strategies had P-values of 
more than 0.05 and Chi-square value less than the critical 
value (Pricing and Product Differentiation); mea-ning that 
they did not vary in the distribution across the garment- 
making micro-enterprises. This means that entre-preneurs 
in the garment-making enterprises commonly implement 
Pricing and Product Differentiation strategies while there 
is a difference in the implementation of the other six 
strategies. This implies that these two strategies are very 
crucial in garment-making. However, entre-preneurs in 
garment-making micro-enterprises need to diversify their 
strategies in order to be unique and gain a competitive 
edge. 
 
 
CONCLUSION AND RECOMMENDATIONS 
 

The results of this study indicate that there are various 
strategies that micro-enterprises can embrace as they try 
to market their products. Pricing and product differen-
tiation were implemented across all the enterprises. Thus 
entrepreneurs in garment making or fashion design need 
to be keen on how they price their products and vary their 
design for them to remain competitive. Interactive mar-
keting was the most implemented while E-marketing was 
the least implemented. For entrepreneurs to successfully 
implement e-marketing, they to be empowered so as to 
embrace the changes in technology. However, there is 
need for further research to investigate the most effective 
strategy  / strategies  to  use  in  garment - making  micro- 

 

 
 
 
 
enterprises, highlighting those that are important and 

relating them to business performance/growth. This study 

can also be extended to other major towns such as 

Kisumu, Mombasa, Nairobi, Eldoret and Nyeri and com-

parisons need to be made. 

 
Conflict of Interests 
 
The authors have not declared any conflict of interests. 
 
 
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