THE IMPACT OF INTEGRATED MARKETING COMMUNICATION STRATEGIES ON CUSTOMER LOYALTY: A CASE OF DIAMOND TRUST BANK, NAIROBI CITY COUNTY- KENYA HIRANI DIYA DINESH 140544 A Research Project Submitted to the Strathmore University Business School in partial fulfillment of the requirements for the Degree of Bachelor of Commerce at Strathmore University. November 2024 DECLARATION I declare that this work has not been previously submitted and approved for the award of a degree by tllis or any other University. To the best of my knowledge and belief, the research project contains no material previously published or written by another person except where due reference is made in the research project itself. © No part of this research project may be reproduced without the permission of the author and Strathmore University Hirani Diya Dinesh ------------- [Signature] . . . 06/01 /2025 .. . .. . . .... ........ ........... .............................. [Date] Approval The research project ofHirani Diya Dinesh was reviewed and approved by the following: Name of Supervisor: Dr. Sarah Adhiambo Awinyo (PhD) ~~:::~:~titute/Faculty: Le.c~e.r ~~~-~ .... ,8. ............................ . Date: .... . ... . 06/01 /2025 .. .. . ....... .. .......... .. ............. .. .. .... .. .... .. ii ABSTRACT This study investigated the impact of integrated marketing communication (IMC) strategies on customer loyalty at Diamond Trust Bank (DTB) in Nairobi City County, Kenya. The general objective of the study was to establish the impact of an integrated marketing communication strategy on customer loyalty at DTB in Nairobi City County, Kenya. The specific objectives of the study was to dete1mine how various IMC components, including advertising, sales promotion, personal selling, public relations, and direct marketing, influence customer loyalty, anchored by the Relationship Marketing theory and supported by the Resource Advantage Themy. The study employed descriptive cross-sectional survey design. The unit of analysis was DTB customers across various segments. The study adopted primary data which was collected through stmctured questio1111aires using a five-point Likert scale. The target population was 400 DTB customers and was drawn using Slavin's fmmula and purposive sampling technique, out of which 364 respondents responded. Data analysis included descriptive and inferential statistics, utilizing tools such as SPSS. The results indicated that all IMC strategies positively influence customer loyalty, with direct marketing having the most significant impact W = 0.243, p = 0.006). Personal selling(~= 0.197, p = 0.014) and advertising W = 0.203, p = 0.016) also showed significant contributions. Public relations and sales promotion had a relatively lower influence but remained crucial components. The findings emphasize the impmtance of consistent, engaging, and personalized communication in fostering customer loyalty. This research is significant as it offers actionable insights to policymakers in financial institutions to enhance customer retention through strategic IMC practices. Additionally, it contributes to the existing body of knowledge on the role of IMC in fostering customer loyalty, providing a basis for further academic exploration and to marketing practitioners providing insights on how banks can design IMC strategies that are relevant and effective in enhancing customer loyalty. iii TABLE OF CONTENTS DECLARATION ... .............. .. ....................................... ........ ................. ...... ................. .... ... .. .... ii ABSTRACT ........ ....... ........ .. ...... .. ...... ..... ... ...... ... ......... .. ...... ......... .... .. .... ...... ....... .... .... ... .... ..... iii TABLE OF CONTENTS ........ ... ......... .... ..... .... ..... ........... .... ......... ..... .... ... .. ... ..... .. ..... ........ .... .. iv LIST OF FIGURES ... .. ..... .... .... ... ... .. ... ... .. ........... ..... ......... ..... ...... ....... .. ...... ... ...... .......... .... .. . viii LIST OF TABLES ..................... ... ............... ............... .... .... .... ... ............ ...... .. ....... ........ ... ...... .. ix ACKNOWLEDGEMENT ... ....... ........ .... ... ......... ............ ..................... ......... .... ...... .......... ...... .. X LIST OF ABBREVIATIONS ............. .. ...... ... ................. ....... .. ..... ....... ..... ..... ... ....... ..... ........ .. . xi CHAPTER ONE ... ..... ...... ......... .... ........ .. ...... ...... ........... ...... ........ .. ...... ........ .. ..... ... ....... .... .... .. .. I INTRODUCTION ... .......... .. ....... .... .... ... ......... ...... ........ ... ....... ... .... .... ... ... .... ...... ... .... ............ ... . 1 1.1 Background of study ... .. .. ... ..... ...... ... ... ....... ..... ................ ... .... ... ............ ... ...... .... ...... .. .. ... 1 1.1 .1 Integrated Marketing Communication (IMC) Strategy ..... ...... ..... ..... ... ... .. .. .... ... .... . 3 1.1 .2 Customer Loyalty ... ... .. ...... .. .. ... .. .... .... .... ..... ...... ..... .. .... ........................ ......... ..... ... ... 4 1.1.3 Diatnond Trust Bank .......... ........... ... ..... .... ... .... .......... ... ........ .............. ............. ........ 5 1.2 Statetnent ofProbletn ..... ..... ....... ...... ... .. ..... ..... ... .......... .... .... ....... ........ ...... ....... ... ........... . 5 1.3 Research objective .. ..... ........... .. .. .... .. .... ... ..... ...... .. ... ... .. ...... ...... .... ..... .... ..... ..... ... .... .. ...... 7 1.3 .1 Specific Research Objectives ......... .. ..... ...... ....... ... .... .. ... ...... .. ...... ........ ... .... ... ....... ... 7 1.3.2 Research questions . .... ..... ... ... ....... ........... .. .......... ........ ... .. .... ... .... ... ...... .... ... ......... .. .. 8 1.4 Significance of the Study ..... ........ ..... .. .......... ... .. ...... .... .... ... ......... .. .... ... .... .. .... .. ... .. ....... .. 8 1.5 Scope ofthe Study ... .... .. .. ....... ... .. ..... .... .. ... ........... ..... .......... .... ...... .... ... .... ............ ... .... ... 8 1.6 Chapter Summaty ..... ........ ... ...... .. ... ..... ...... .......... .. .. ... ......... ......... ... .......... .... .............. ... 9 CHAPTER TWO ........ ...... ... .. ...................... ......... .. ..... .. .. ... ... ....... .. ..... .... ..... ... .. .... .... ........... .. 10 LITERATURE REVIEW ............ ........ ... .... .. ............ ... ......... .... ... ... ....... ... .. ... ..... ... ....... ..... ...... 10 2.1 Introduction .. ..... ........ ........................... .... ....... .. ....... .. ......... ...... .............. .... ...... ... .. ...... . 10 2.2 Theoretical Review .... .. .... ..... ...... ................. .. ..... ......... ...... ... .... ..... ..... .. ...... .. .. ... ....... .. .. 10 2.2.1 Relationship Marketing Theory (RMT) ...................... .. .................. .. ............ .. ....... 10 2.2.2 Resource Advantage Theory (R-A) ......................................................... .. .............. 11 2.3 Empirical Review ................ .. ..................... ......... .......................................................... 12 2.3.1 Advertising and customer loyalty ........ ................................... .. ... .. .. ..... .... .... .. ....... 12 2.3.2 Word of mouth (WOM) and customer loyalty .......................... ................... .. .... .. .. 13 iv 2.3.3 Commitment and customer loyalty ............ ................... ...... ....... ... .. .... .............. ... .. 14 2.3.4 Personal selling and customer loyalty ......................... ........... .............. .. ................ 15 2.3 .5 Direct marketing and customer loyalty ..... .... ................... .. .. ........ .......................... 16 2.4 Summary ofKnowledge Gaps in Research ...... .. ............ ... ... ..... .. ... ............... .... ........... 17 2.5 Conceph1al Framework .... .... ....... ..... ............. ... .... ...... ......... ... .. .... ............ .. ... .... ............ 19 2.7 Chapter Sutnmaty ...... ................................. ... .... ... .... ..................... ... .. ..... ..................... 21 CHAPTER THREE .... .. ............. ....... ... .. ............................... .......... ... .......... ... .. ...... .. .. .. ...... .... 22 RESEARCH METHODOLOGY ....... ......... ....... ............................ ......... ..................... ........... 22 3 .1 Introduction .... .. ....... .. .................. ........... ......... .. .. ............... ...... .......... ... ..... ... .... ... ....... .. 22 3.2 Research design .. .. ... .. ....... ... ..... .......... .... ... ... ... ..................... .... .... ... .... ............... ......... . 22 3.4 Population of the study ............. .... ...... .... .. .. ....... ...... .. .. ..... .... .... .. ....... ... ...... ... .. ..... ..... ... 22 3.5 Sa1npling Design ...... .... ........... .. .. .... ..... ........... ..... ..... ............ ......... ... ... .. ..... .... .............. 23 3.6 Data Collection ... .. .... .... ...... ...... ..... ... ...... ........ ..... ......... ... .............. ...... .. .. .............. ...... . 24 3. 7 Research Quality ... ... ................ .... .. ...... .... .... ....... ..................... ...... .. ..... ... ... ........ .... ...... 24 3.7.1 Reliability .......... ........ .... .... .......................... .. ............. ....... .... ..... .... ........................ 24 3.7.2 Validity ................ .......... .. .. .... .... ... .......... .. ....... ... ............... ............ .... ...... ..... .......... 25 3. 8 Data Analysis ... ... .... ... ...... .. ... ......... ... ...... ..... .. ............. ....... .... ..... .... ..... .. .... ........ ...... ..... 25 3.8.1 Diagnostic tests ..... ...... ..................... ... ...... .. .... ... .... ........... ............. ............... ......... 26 3.9 Ethical Considerations .. ............ .... .... ...... .............. .... ... .. .... ..... ... .. ....... .. .. ..... ....... ..... ..... 27 3.10 Chapter Summaty ....... .... ......................... ... .. ... ............ ...... ... ....... .. .... ...... ....... .. .. ........ 28 CHAPTER FOUR ..... .................... .. ............... .. ............................. ............ ..... ..... ... .. .. ..... .... .... 29 PRESENTATION OF RESEARCH FINDINGS ....... ....... .... ........ .... ..... ........ ... .... .... .... ..... .... . 29 4.1 Introduction ........ .. ....... .. ............. .......... .... ...... ... .... ............. ... ... ... .............. .. ............... ... 29 4 .2 Response Rate .... ......... ... ..... .... ............. .... .. ..... ... ...... .. ... ........ ...... ...... .. ........ .... ........ ... ... 29 4.2.1 Reliability Statistics ...................... ............................... ........................ .. ... .... ....... .. 29 4.3 Respondents Demographic Infmmation .. ........ ..... ... .. ................... ............. ... ............. ... 31 4.4 Descriptive Analysis ..... ............ .... ............... ........ .. ...... ... ................... .... ........ ...... ......... 33 4.4.1 Descriptive Statistics for Advertising ..... ...... .. ..... ..... .... ........ ................ ....... ... .. .. ... 33 4.4.2 Descriptive Statistics for Sales Promotion ..... .. ....... ...... ... .... ... .. .... .. ....... ..... .... ....... 34 4.4.3 Descriptive Statistics for Personal Selling ... ... ...... ... ............. ............ .... .... .... ......... 35 4.4.4 Descriptive Statistics for Public Relations ...... ....... ..................... .. .... .... ... ...... .. ...... 37 v 4.4.5 Descriptive Statistics for Direct Marketing ................................................ .. ......... 38 4.4.6 Descriptive Statistics for Customer Loyalty .......................................................... 39 4.5 Inferential Analysis ... .. .............................. .. ....... .. .. ... .. .. .............................................. .. 41 4.5.1 Conelation Analysis .... .. ........ .. .... .. .............................. .. ..... .. .............. .. ........... .. ..... 41 4.5.2 Diagnostic Tests ........ .... .. ... .. ...... .. .. .... ............. ... .... ..... .. .... ........ ... .. ....... .... ............. 42 4.5.2.1 Test for Multicollinearity .. .. .......... .. .. .. .. .... .... .. .... .. ................ ...... ............ .. .. .... 43 4.5.3 Regression Analysis .... ... ..... ................ .. ................. .. ..... ....................... ... ..... .. ........ 43 4.5.3.1 Advertising and Customer Loyalty ................................................ .. ............... 43 4.5 .3.2 Sales Promotion and Customer Loyalty ...... .. .................... .... ................ .. ....... 45 4.5.3 .3 Personal Selling and Customer Loyalty ........................ .... .................... .. ...... .. 46 4.5.3.4 Public Relations and Customer Loyalty .... .. ...... .... .............. ............ .... ...... .. ... 48 4.5.3.5 Direct Marketing and Customer Loyalty .. .. .... .. .. .. .... .. .... ................ .... ............ 50 4.5.4 Multiple Regression Analysis .... .. ........ .... ........ .. .... .. .. .... ...................... ...... .. .. ...... .. 51 4.6 Summary ofthe Findings .. .... .. .. .. .... .. ...... .... ... ....... ........................ .. ........... ... ................ 54 CHAPTER FIVE ........ ..... ... ... .. .... ......... ... ..... .. ..... .... .... .. .......................................... ............... 55 SUMMARY, DISCUSSION, CONCLUSION, AND RECOMMENDATIONS .......... .. ........ 55 5.1 Introduction .................. ... .. ........ .... ...... .. .... .... ...... .. ...... ........... .. ........... .... ......... .... ......... 55 5.2 Summaty of Key Findings .. .. ...... .. .............. .. .. .. .. ...... .......... .. ...... .. ...... .... .. .... ...... .......... 55 5.3 Discussions of Key Findings ...... .... .. .... .... .... ...... .. ...... .. .. .... .. ...... ........ .... .. .... ...... .... ...... 56 5.3.1 Advertising and Customer Loyalty .. ...... .. ...... ........ .. .. ..... .. .. .. .... .... .. ...... .. ...... .. ....... 56 5.3.2 Word of mouth and Customer Loyalty .. .. ...... .... ............ .. .... .. ........ .... .... .. .... .... .... .. 56 5.3.3 Commitment and Customer Loyalty ....... .... .. ..... ... .. .... ... ....... .. .. ...... .. ............ .. .. ..... 57 5.3.4 Personal selling and Customer Loyalty ........ .. ........ .. .... .. ..... .. ................ .. .............. 57 5.3.5 Direct Marketing and Customer Loyalty .............. .. ...... .. .... .. .......... .. ...... .. .... .. ...... . 58 5.4 Recommendations ............. ......... .. ..... ... .. ..... .... .............. ................ ........ ...... ... ..... ...... .... 59 5.4.1 Policy Recommendations .... ....... ..................... .. .. ..... .... .. .... ... .. .. ..... ... ... .... ... .. ... ... ... 59 5.4.2 Practice Recommendations .... ........ ................ .. ......... ..... ...................... .... .............. 59 5.4.3 Theory Recommendations .. .... ................................................................ .. ............. 59 5.5 Limitations ofthe Study ............... .. ..... .. ........................................................................ 60 5.6 Conclusion .................... ...................................................................... .... .. .. .. .. ...... .. ...... 60 References ............................................................ .......... ................. .............. .......................... 61 vi APPENDICES ........................................................................................................................ 71 Appendix 1 -Letter of introduction .............................................. .. ................................... 71 Appendix 2- Questionnaire ....... .... .. ............... ... ........................ ...... .................................. 72 Appendix 3 - Turnitin Report.. ........................ ............... ............ ......... ....... .... ... ....... .......... 79 vii LIST OF FIGURES Figure 2.1: Conceptual Framework ... ... .... ...... .... ... ...... ................. ...... ............. ....... .. ..... ......... 20 viii LIST OF TABLES Table 2.1: Summary ofKnowledge Gaps ..... ................................. ............... .... ............. ......... 17 Table 4.1: Response Rate ....... ..... ..... ......... ... ...... ... .... .... ...... ... .. ... .... ......... ........... ... ........ ... .. .... 29 Table 4.2: Summary of Reliability Statistics ... ....................... ............... ................ .......... ....... 30 Table 4.3: Characteristics of the Respondents .............................. ........ ... .. ......... ... ................. 32 Table 4.4: Descriptive Statistics for Advettising ....... ... ....... ............... .. ..... ....................... ... ... 34 Table 4.5: Descriptive Statistics for Sales Promotion ............................ ................. .. ...... .... .... 35 Table 4.7: Descriptive Statistics for Public Relations ............. .. .... ........ ... ........... ............ ... .. ... 37 Table 4.8: Descriptive Statistics for Direct Marketing ............................. .. .......... .................. 38 Table 4.9: Descriptive Statistics for Customer Loyalty ... ....... ... .......... .......................... ......... 40 Table 4.10: Correlations Matrix ...... ...... ......................... ...... .. ............ ... .... ....... .. ...... ............... 41 Table 4.11: Test for Multicollinearity .................................................... ................... .. ...... ...... 43 Table 4.12: Model Summaty ... ... ... .. ...... ................ ... ............ .... ............ .... .......... .. ....... ............ 44 Table 4.13: Model Summaty ......... ........... ... ............. ...... ........ ......... ..... .................. ....... .... ..... . 45 Table 4.14: Model Summary .......... .. .. ....... ... .................................................... .... .. ...... ........... 46 Table 4.15: Model Summary ... .... .......... ....... ....... ...... ... .. ........ .. .. ... ....... ... ............. .. .. .. ............. 48 Table 4.16: Model Summaty ...................... .. ..... ...... ... ............. .... .. .................................... ..... . 50 Table4.17: Model Summaty .......... ............ ...... .......... ... ........... .... ... ... .. ....... .... .... ... ... ... ....... ... . 51 ix ACKNOWLEDGEMENT For this research project, I would like to thank the creator of our lives, God for his constant blessings on me. I would also thank Dr. Sarah Adhiambo Awinyo for her genuine support towards this project and my supervisor for helping me during this project by giving her constructive criticism, unwavering support, and general direction and encomagement. I am also grateful for the family and friends I have. They have really supported me in this project mentally and emotionally. Blessings to all of you. X LIST OF ABBREVIATIONS AKDN- Aga Khan Development Network DTB - Diamond Trust Bank IMC -Integrated Marketing Communications NSE- Nairobi Security Exchange R-A- Resource Advantage Theory RMT- Relationship Marketing Theory SOP - Share of Purchase SOV- Share ofVisit SPSS - The Statistical Package for the Social Sciences VlF -Variance Inflation Factor WOD- Word of Mouth xi CHAPTER ONE INTRODUCTION 1.1 Background of study The constantly changing nature of the marketing enviromnent characterized by stiff competition and the emergence of digital marketing and data analytics compels organizations to prioritize marketing communication and customer loyalty to achieve their goals and objectives (Visser et.al., 2021). By far, some of the major issues that most fitms experience include issues to do with customer satisfaction, and the marketing strategies needed to meet the pertinent objectives. Integrated marketing communication or IMC, as it is commonly refetTed was developed in the modem economy in the late 1990s. Although integrated marketing communications (IMC) is not new, its significance in the banking sector is growing due to digital transformation, heightened competition, shifting consumer expectations, and the rise of data-driven marketing. Consumers today prefer to interact with their preferred brands online through digital channels like mobile phone apps, social media, and online banking. Existing studies have established that IMC strategies can be beneficial to banks in meeting the expectations of today's tech-savvy customer base by utilizing data and analytics to target specific customer segments with targeted messages and guaranteeing that marketing efforts are coordinated across all platforms, giving them seamless experience (Kerr, & Patti, 20 15). Modem customers expect personalized and relevant communications. Integrated marketing communication is an endeavor that enhances the position of the company's brand or product and facilitates the development of profitable customer connections (Mihaela, 2014). To compete and grow in today's dynamic market, businesses prefer to maintain open lines of communication with both present and future stakeholders, offer high-quality goods and services, set competitive rates, and make reaching clients easier. According to Kotler and Atmstrong (2010), a company's capability to keep their customers happy, satisfied and loyal largely depends on how well its marketing mix techniques work. Kitchen et.al., (2021) opines that the primaty objectives of IMC strategy are to enhance the brand image, improve customer satisfaction, and maximize efficiency in accomplishing the 1 organization's marketing objectives. Marketing communications establishes a communication channel between brands and their target audience to meet their requirements and desires (Kayode, 2014). A study by Wantara and Prasteyo (2023) examined the relationship between IMC strategy and revisit intention in the tourism indust1y in Singapore and established a positive outcome. The IMC strategy is key to enhancing guest satisfaction (Fatmawati et al., 2023). Studies on the relationship between IMC strategy and customer loyalty are numerous, however, they are not exhaustive. This study therefore intends to further investigate this relationship by considering IMC strategy as the independent variable and customer loyalty as the dependent variable for the generalizability of the results. This study adopted the relationship marketing themy (RMT) (Morgan & Hunt, 1 994) as the anchoring theory and resource advantage theory (R-A) (Hunt, 1 996) as the supporting themy. RMT was useful in explaining how consistent and coordinated messages across various channels can improve customer engagement and loyalty. RMT predicts that if a company has a positive relationship with its clients, it can culminate in enhanced customer loyalty. When fi1ms embrace the IMC strategy, they are better able to achieve consistency and coherence in their messaging across different channels which can be effective in nurturing a strong relationship with their customers (Chitty et al. , 2017) . R-A theo1y highlights the importance of four factors: competitive advantage/disadvantage marketplace positions, comparative merits/deme1its in resources, market segments, and heterogeneous corporate resources (Hunt, & Shelby, 2011 ). It states that companies with superior performance and a long-te1m competitive advantage will be those who can develop, locate, and use unique resources. This study benefits from the use of the R-A theory since it offers a framework for comprehending how DTB might leverage IMC strategy to achieve a competitive edge by maintaining customer satisfaction and retention. The motivation of this study arose from an examination of how DTB operates in a constantly changing environment where competition is high and where all players compete to gain customer loyalty, as customer needs are also fast evolving in a digital age, that has seen customers push for personalized products and services. DTB currently offers a variety of products and services ranging from savings accounts to investment products, creating the need for effective communication with the bank's varied customers' which can be challenging. 2 However, there is no certainty that the adoption of the IMC strategy by DTB can enhance the banlc's ability to reach all its customers immediately and effectively with infonnation on its products and services to satisfy their needs. This study thereby seeks to ascertain the impact of IMC strategies on customer loyalty by adopting IMC strategy as the independent variable and customer loyalty as the dependent variable respectively. This study focused on the impact of various IMC components (advertising, sales promotion, personal selling, direct marketing, and public relations) on customer loyalty specifically at Diamond Trust Bank (DTB) in Nairobi City County, Kenya, and help or guide other banks in different markets with valuable findings as there is a gap in the empirical research. Studies reveal that integrating marketing effmis and enhancing customer engagement are crucial in creating a consistent brand presence across different marketing channels, to enhance customer satisfaction and achieve tangible business results (Keller et a1., 20 16). This study was undertaken in the financial sector, with a focus on DTB in Nairobi City County, Kenya. DTB serves a variety of customers that are both transgenerational and transnational, thus creating a cha11enge in effectively addressing their communication needs seamlessly through the creation of unified messages. This study sought to establish if an integrated marketing communication strategy can influence customer loyalty at DTB Nairobi City County, Kenya. 1.1.1 Integrated Marketing Communication (IMC) Strategy IMC refers to an integrated system containing many strategies, including public relations, direct marketing, sales promotion, adve1iising, and personal selling (Camilleri, 20 18). Recently, lMC has become increasingly focused on customers, who are the lifeblood of any business. This is because most definitions of IMC combine various marketing communication disciplines to notify, convince, and encourage customers to use a company's products and services. According to Belch and Belch (20 15), marketing communication is the process of utilizing a range of strategies that a business might use, such as social media marketing, digital marketing, public relations, sales promotion, and personal selling. Zeqiri et al., (2022) define IMC strategy as a tool that links together all the company's communications and visual representations together. IMC strategy is the strategic coordination of all message and communication channels that a company utilizes to influence consumers' perceptions of a brand's value. Communications are used by the organization to convey information to and 3 receive feedback from its different stakeholders in line with its goals and intended outcomes. IMC brings together promotional tools to create customer loyalty and satisfaction. This study adopted Camilleri's (20 18) definition of IMC strategy for conceptualization of IMC strategy, which focuses on five dimensions: advertising, sales promotion, personal selling, public relations, and direct marketing. 1.1.2 Customer Loyalty Customer loyalty refers to the degree of a customer's dedication and engagement to buying various goods from a particular supplier (Mamo, 2015). Customer loyalty is what generates perceived value, according to Adesoga (20 16), regardless of whether it is wise (operational, finest, pricing, etc.) or affection (trust, service, communication, knowledge, and brand equity). Behavioural indicators are commonly used to characterize customer loyalty. The share of visit (SOV), which detennines the percentage of a customer's visit to the store compared to the total number of visits, and share of purchase (SOP), which detennines the relative share of a customer's purchase compared to the total number of purchases, are two customer behaviour metrics that practitioners in the retail industry commonly use (Magi, 2003). According to Riesen et al. , (2001), customer loyalty refers to a customer's mindset regarding a brand which comprises several variables that reflect their attitudes and positions toward the brand. Sh1dies on customer loyalty consider attih1dinal and behavioural factors (Agha et al., 2021). Zeithmal (2000) proposed that a customer's behavioural intentions, including making repeat purchases, are influenced by how well they believe the service is provided. Brand loyalty can be captured in various f01ms such as brand choice and commitment, while attih1de loyalty usually refers to specific companies in general concerning their product categ01ies (Zeithmal, 2000). Existing research has stressed the significance of both the behavioural and attih1dinal dimensions of loyalty (Watson, 2015). Positive word-of-mouth generated by clients with a loyal attitude might occasionally result in them offering the business unprecedented value (Dick & Basu, 1994; Reichheld, 2003) . However, Oliver (1999) recognizes the dynamic nah1re of the marketing environment while placing more importance on the situational factors such as commitment, preference, and consistency a customer has towards a brand. This study adopted the behavioural, attitudinal, and sihmtional 4 conceptualizations by Oliver (1999) that include customer loyalty as word of mouth, repeat purchase, commitment, and share of purchase. 1.1.3 Diamond Trust Bank DTB is a leading DTB is a leading regional bank in East Africa that was established in 1972 and has shares at the Nairobi Securities Exchange (NSE). Additionally, it is affiliated with the Aga Khan Development Network (AlCON) and has been a player in the larger East African commtmity for more than 75 years. In addition to SMEs, DTB focuses on assisting in fintech, agriculture, and education sectors. DTB presently makes significant investments in the infrastructure of digital banking to enhance its market share acquisition strategically and provide innovative solutions. DTB has 87 branches in Kenya, 43 in Nairobi, 36 in Uganda, 29 in Tanzania, and 4 in Burundi. The bank is dedicated to giving its customers the resources they need to prosper. DTB is committed to achieving excellence in all business activities and holds the following values: integrity, customer focus, respect for individuals and staff, progressiveness, and perfection. DTB cunently operates in a fiercely competitive market characterized by shifting consumer behaviour, the need for customized customer experience, the need for effective resource management, and the requirement for unified brand messaging across all platfonns. The situation forces DTB to look for efficient communication teclmiques that can be useful in gaining the loyalty of DTB 's customers. The current study considered DTB as the context of the study to determine if an integrated marketing communication strategy can influence customer loyalty. This study adopted customer loyalty as the dependent variable and integrated marketing communication sh·ategy as the independent variable respectively. 1.2 Statement of Problem Financial service providers globally are increasingly focusing on enhancing customer loyalty through effective marketing strategies, yet many face challenges in achieving consistent and impactful communication (Ahubaiee, &Al-Nazer, 2010). The banking industry struggles with integrated marketing efforts across various channels, resulting in fragmented customer experiences. The Kenyan banking sector is characterized by stiff competition, varied portfolios of products and services, the emergence of new mediums of communication, and high customer expectations, creating a challenge in maintaining customer loyalty (Cheruiyot, 20 14). 5 Despite substantial investments in marketing initiatives, many banks, including DTB, experience difficulties in ensuring coherent and effective commtmication with their varied stakeholders. This inconsistency in communication can lead to reduced customer satisfaction and loyalty (Kotler & Armstrong, 2010). Moreover, the lack of a unified marketing approach often leads to inefficiencies and increased marketing costs. Jamieson (2011), states that when an appropriate IMC strategy is adopted, better organizational outcomes are achieved. Finns in the banking sector contend with fierce competition in their environment, occasioned by both established and up-and-coming fintech firms, coupled with evolved customers who prefer to interact with their preferred brands online. Although DTB has made significant investments in marketing initiatives and adjusted to IMC strategies, it is unclear how much the bank's IMC strategies are instrumental in increasing customer loyalty. Therefore, this study sought to further investigate the impact ofiMC strategies on customer loyalty at DTB in Nairobi City County, Kenya. Extant studies on IMC strategies and customer loyalty reveal various gaps ranging from conceptual, contextual and methodological. Kiambarua, (20 18) investigated the influence of IMC on customer buying decisions in commercial banks in Nairobi County, Kenya and the study findings indicated that all IMC methods significantly influenced consumer purchase decisions. Muhanji and Ngari, (2015) focused on IMC strategies and sales perfmmance of commercial banks in Kenya. The study findings demonstrated that there was a positive relationship between IMC and sales performance. Atakora, (2013) focused on the influence of IMC strategies on customer satisfaction in private tertimy education in Ghana and showed that there is a positive relationship between the two. From the literature, it is evident that different researchers have conceptualized IMC strategies differently. This study adopted IMC strategies and customer loyalty as the independent and dependent variables respectively, to bridge the conceptual gap. Moreover, the contexts of existing studies also differ. A study by, Ahmed & Abdelkader, (2019) was done in Egypt at commercial banks. The study adopted IMC strategy and customer loyalty and established positive outcomes between the two variables in commercial banks. Another study by Masyita et al., (2015) was undertaken in Indonesia. The study focused on IMC strategy and client loyalty. The study established a positive conelation of IMC strategies on client loyalty by 24.6%. It will be important to establish the extent to which DTB can rely on an integrated marketing communication strategy to enhance customer 6 loyalty. Extant studies undertaken in the banking sector focus on customer satisfaction (K.ilongo et al., 2017). However, studies investigating the relationship between IMC strategies and customer loyalty are scant. This study therefore seeks to cover the contextual gap by investigating the relationship between IMC strategy and customer loyalty at DTB in Nairobi, City County, Kenya. Furthennore, existing studies that focus on IMC strategy and customer loyalty have used different methodologies to study IMC strategies and customer loyalty, including qualitative approaches (Hayee et al., 2021), case study design (Mneney, & Chenyambuga, 2022), mixed methods (Masvita, 2015), cross-sectional survey research design (Oluwafemi, & Adebiyi, 20 18) and longitudinal method (Kilango et al., 20 17). This study seeks to bridge the methodological gap by examining the impact ofiMC strategy on customer loyalty at DTB using za descriptive cross-sectional survey design. While the link between IMC strategies and customer loyalty has been studied extensively, concepts, contexts, and methodologies differ across studies. In addition, scant studies on the influence of IMC strategies on customer loyalty exist, especially in the banking industry. The present study sought to address these gaps by detetmining the impact ofiMC strategies on customer loyalty at DTB in Nairobi City County, Kenya. 1.3 Research objective The general objective of this study was to establish the impact of an integrated marketing communication strategy on customer loyalty at DTB in Nairobi City County, Kenya. 1.3.1 Specific Research Objectives 1. To detem1ine the impact of advertising on customer loyalty at DTB in Nairobi City County, Kenya. 2. To determine the impact ofword of mouth on customer loyalty at DTB in Nairobi City County Kenya. 3. To establish the impact of commitment on customer loyalty at DTB in Nairobi City County, Kenya. 4. To establish the impact of personal selling on customer loyalty at DTB in Nairobi City County, Kenya. 5. To dete1mine the effect of direct marketing on customer loyalty at DTB in Nairobi City County, Kenya. 7 1.3.2 Research questions. 1. What is the impact of advertising on customer loyalty at DTB in Nairobi City County, Kenya? 2. What is the impact of word of mouth on customer loyalty at DTB in Nairobi City County, Kenya? 3. What is the impact of commitment on customer loyalty at DTB in Nairobi City Cotmty, Kenya? 4. What is the impact of personal selling on customer loyalty at DTB in Nairobi City County, Kenya? 5. What is the impact of direct marketing on customer loyalty at DTB in Nairobi City County, Kenya? 1.4 Significance of the Study The findings of this study are useful to policymakers in the banking sector in the development of guidelines for the implementation of integrated marketing communication strategies. The industry regulatory bodies will use the study findings to enhance IMC strategies to achieve customer loyalty. The study fmdings are useful to marketing practitioners in the banking sector in the provision of insights on how banks can design IMC strategies that are relevant and effective in enhancing customer loyalty. The outcome of the study will also reveal specific insights into IMC strategies that can be improved to optimize customer loyalty. The study will be integral in revealing whether IMC sh·ategies are significant in the achievement of customer loyalty in the banking sector. The findings of the study are useful for scholars in the expansion of knowledge on the association between IMC sh·ategies and customer loyalty. The study fonns the basis of additional studies to be conducted in other sectors to enhance knowledge of how IMC strategies can impact customer loyalty. 1.5 Scope of the Study This study examined the impact of IMC strategies, advertising, sales promotion, personal selling, public relations, and direct marketing on customer loyalty at DTB in Nairobi City 8 COlmty, Kenya. The research focused on behavioral, attitudinal, and situational aspects of customer loyalty, addressing customer perceptions of DTB 's marketing effmis. The research was conducted within the financial services sector, with DTB being the primary context for data collection. Which focused on customers who interacted with its banking services. The study employed a descriptive cross-sectional survey design to gather data from respondents during the year 2023. The time frame for the study covered data collection, analysis, and reporting within this period. The fmdings aimed to guide scholars, practitioners, and policymalcers in enhancing customer loyalty through effective IMC strategies. 1.6 Chapter Summary This chapter discusses the background of the study, including the variables and the context of the research. The general and specific objectives, research questions, problem statement addressing the conceph1al, contextual, and methodological gaps in existing research, scope and significance of the research have also been discussed. 9 CHAPTER TWO LITERATURE REVIEW 2.1 Introduction In this chapter, the extant literature on the impact of IMC strategies on customer loyalty was reviewed. First, the theoretical review for this research was discussed, followed by empirical literature related to the objectives of this research was also reviewed. In addition, research gaps were identified, and a conceptual framework for the research was presented. 2.2 Theoretical Review This section articulated the anchoring and support theories that will be used to underpin this study. The study leveraged Relationship Marketing Theory (RMT) (Morgan and Hunt, 1994) as the anchoring theory and Resource Advantage Theory as the support theory. 2.2.1 Relationship Marketing Theory (RMT) The Relationship Marketing Theory was propounded by Morgan and Hunt in 1994. RMT was the anchoring theory of this study. The theory explains the relationship between customer loyalty and IMC strategy in this study. According to RMT, a solid rapport between a company and its clients can lead to increased client loyalty by building dedication and trust. Relationship marketing aims to build, maintain, and enhance long-lasting connections with stakeholders, including consumers (Mousavian et al., 2011 ). Despite its usefulness, RMT has been criticized by scholars for being challenging to apply within a company owing to its. For instance, Research has shown that measuring the impact of offerings through individual promotion or client assistance initiatives might be challenging (Kowalkowski et al. , 20 17). RMT might not adequately take into consideration the influence of internet community fmum and digital computerization, which have revolutionized the banking sector, and the way banks engage with their clientele, according to (Peppers, & Rogers, 20 16). RMT highlights the value of enduring ties between the company and its clients, which is why it encourages customer loyalty, the dependent variable of this research. The main goal ofRMT is to establish enduring bonds between businesses and their clients. Reses (2006) highlights 10 1 several key elements, including mutuality, integrated marketing communications, long-term com1ections, value generation, and client focus. This theory was relevant to this study as it guided how to establish tmsting connections with clients, assist banks in creating effective marketing commtmication strategies that appeal to their target audience, and increase client loyalty at DTB. Because it offers a fundamental framework for comprehending how IMC methods might foster client loyalty, RMT is pertinent to this study by concentrating on employing dependable and engaging marketing cmmnunications to establish and preserve solid client relationships. The notion aligns with the study's goal, which is to evaluate the impact IMC techniques have on customer loyalty at DTB in Nairobi City County, Kenya. 2.2.2 Resource Advantage Theory (R-A) The Resource Advantage Theory (R-A) was propounded by (Hunt, 1996). R-A themy, which has its roots in the literature of multiple disciplines, including economics, management, and marketing, is an interdisciplinaty developing process explaining the importance of competition on companies (Hunt, & Madhavaram, 2012). R-A theory was the support themy for this study. R-A theory highlights the importance of four factors: competitive advantage/disadvantage marketplace positions, comparative merits/demerits in resources, market segments, and heterogeneous corporate resources (Hunt, & Shelby, 2011 ). It states that companies with supelior perfotmance and a long-tetm competitive advantage will be those who can develop, locate, and use unique resources. Despite its usefulness, the R-A theory is criticized by several scholars. The themy's concepts are considered difficult to operationalize the themy's concepts. Measuring and comparing resources, capabilities, and their impact on consumer behaviour can be complex and subjective. The intangible nature of many resources like brand equity, commitment, or organizational culture complicates empirical testing and validation, making it hard to draw definitive conclusions from the theory (Hunt, & Shelby, 2011 ). The competitive advantage variable is the focus of this themy, and it is essential to comprehend how IMC techniques can distinguish DTB and improve customer loyalty. The themy is in line with this study as it offers a framework for comprehending how DTB might leverage IMC strategy to gain a competitive edge. By integrating several marketing commtmications channels and utilizing distinctive . brand messagmg, DTB can fmmulate a unique value 11 proposition that effectively connects with consumers and cultivates their loyalty. Analyzing how DTB's IMC tactics change overtime to preserve and improve customer loyalty can be made easier by the theory's emphasis on dynamic capabilities, such as the capacity to innovate and adapt in response to market changes. By stressing the significance of resource utilization in attaining better performance, the theory aligns with the research's objectives of examining the impact ofiMC tactics on customer loyalty at DTB in Nairobi City County, Kenya. 2.3 Empirical Review Various research's that was undertaken on IMC tactics and customer loyalty is examined in this section. This study, which focuses on DTB in Nairobi City County, Kenya, attempts to comprehend the present state of expertise and discover how various IMC techniques influence customer loyalty in the banking business by evaluating and integrating these empirical studies. 2.3.1 Advertising and customer loyalty Advertising is attributed to a paid, impersonal, and context-driven communication medium that identifies sponsors to successfully persuade and influence customers about their brand (Hackley, 2021 ). There are various media possibilities available for advertising, such as digital or mobile advertising, outdoor advertising, broadcast advertising, and print advertising (Camilleri, 2018). Globally, A descriptive study by Wanninayake, & Chovancova, (2019) on Sri Lanka's commercial banks was undertaken to examine the outcome of advertising appeals on brand loyalty in Sri Lanka's commercial banking. The conclusions from the study made it clear that consumer loyalty to S1i Lankan commercial banks was only partially impacted by advertising. Similarly, a qualitative study by Rabia, (2012) conducted research on the influence of advertising creativity on customer retention, emotional relationship at advertising agencies in Finland. The study findings demonstrated that advertising had a significant collision in customer loyalty. Cengiz et al., (2007) examined the effect of image and advertising on client loyalty in the banking sector in Turkey. The study findings demonstrated that adve1iising effectiveness had significant collision on client loyalty. Regional research has also been done on the connection between advertising and client loyalty. In 2022, Mneney and Chenyambuga carried out a case study in the banking industry of 12 Tanzania. According to the study, almost 65% of participants thought that using advertising as a part of an IMC strategy helps banks improve their patronage. A dane et al. (20 18) investigated the cmmections between customer loyalty, perceived value, and advertising effectiveness in Ethiopian commercial banks using an explanatory study approach. The study finding revealed that the association amongst consumer loyalty and advertising effectiveness is getting stronger. Studies on the com1ection between advertising and client loyalty have also been conducted locally. Jalongo (2015) carried out a cross-sectional descriptive study on commercial banks in Kenya. The study finding revealed that digital advertising significantly influenced Kenyan commercial banks' accomplishments and success. 2.3.2 Word of mouth (WOM) and customer loyalty In describing the phenomenon, a non-commercial communicator (Ariprabowo et al., 2020) defines word-of-mouth as information about a product, service, or brand that circulates among consumers through oral (speech) channels. Kandampully et al. , (20 15) have described word­ of-mouth intentions as one of the consequences contributing to loyalty. Globally, studies on customer loyalty have been undertaken. In Denmark, Martensen and Gronholdt (2016) did a study in Denmark to investigate how word-of-mouth influences consumer behaviours, attih1des and intentions. The conclusions from the sh1dy demonstrated that positive WOM had a favourable influence on several concepts of attih1des. Comparably, a descriptive sh1dy on Iran's tourist industly was carried out by Samiei et al. (2013). The sh1dy demonstrated that favourable word-of-mouth influences travellers' perceptions of Islamic travel locations. Additionally, cmTelational descriptive research was conducted by De Matos and Rossi, (2008) examined how favorable word of mouth influences consumer loyalty in a variety of product categories at Bank X in Tehran. Positive WOM had a higher influence on client loyalty, according to this research. Regional sh1dies have also been conducted on the connection between WOM and consumer loyalty. Jaensson et al. (2020) conducted a deductive and explanatory sh1dy on the effect of WOM dimensions on client loyalty in Tanzania's mobile money service sector. The study demonstrated that client loyalty is impacted by positive WOM. In a similar vein, Petzer et al. (2014) conducted a descriptive sh1dy in the fast-food sector in South Africa. The study 13 demonstrated that product participation and customer happiness are positively correlated. Oladeji (2018) conducted a cross-sectional survey and census in the Kwara state of Nigeria's telecommunications sector. The study demonstrated that WOM and customer purchasing behavior have a positive effect. In Kenya's hotel industry, Kangu et al. (2017) conducted non-experimental cross-sectional research. The study demonstrated that WOM and customer loyalty had a favorable association. 2.3.3 Commitment and customer loyalty Peters (20 II) states that dedication is necessmy for long-te1m partnerships to succeed. A person's psychological affection for a brand, item, or service is refened to as customer commitment, and it influences their propensity to continue with that brand in the future. Recuning business and sustaining long-term consumer relationships depend heavily on commitment. Building long-lasting client loyalty requires commitment, which is motivated by happiness and trust (Morgan & Hunt, I994 ). A study by Fullerton (2005) investigated how commitment strengthens and weakens marketing patinerships. The study established that client loyalty was greatly enhanced by affective commitment, which is the emotional attachment and identity a client feels towards a brand or service provider. Globally, several studies on customer loyalty have been conceptualized (Rajan et al., 2013). A study by Kuusik, (2007) leveraged a descriptive research design to examine the different factors affecting customer loyalty within telecommunication industries in Estonia. This study revealed that four factors (satisfaction, trustworthiness, image, and importance of relationships) affect customer loyalty. Ogba and Tan, (2009) adopted quantitative research in China to examine how a brand identity can impact client loyalty and customer commitment in the telephony market. This study established that brand image has a significant effect on customer expression of loyalty and commitment. The premise of studies on customer loyalty and IMC strategies varied across different regions. The influence of commitment and bust on client loyalty in Gauteng's banking industry was investigated by Le Coultre et al. (2013) through descriptive research done in South Africa. According to the study's conclusions, keeping clients coming back is facilitated by faith and dedication. 14 A study by Joseph (2012) sought to determine various tactics that influence customer loyalty in the telecommunications sector in Kenya through quantitative research. The study concluded that several variables influence consumer commitment. such as emotional, psychological, and tmst aspects. 2.3.4 Personal selling and customer loyalty Personal selling refers to an engaging, conversational approach to marketing. Personal selling is when a salesperson directly influences a potential customer to purchase (Etzel et al. , (2007). Personal selling is the most useful tactic at any specific point in the purchasing process to strengthen a potential customer's preferences, habits and actions (Atiushkina & Zhekul, 20 19). Kotler (2006) opines that personal selling also fosters the emergence of all kinds of relationships, from friendships to business partnerships. Yeshin (20 12) suggests that businesses that successfully use personal selling boost sales of their goods, which improves overall performance. Globally, Elliyana et al. , (2023) studied the influence of face-to-face selling on brand identity on Indonesian consumers' loyalty among Yakult beverages consumers. The findings demonstrated that brand perception and personal selling have an impact on customer loyalty, as evidenced by recuning business and customer satisfaction with the Yakult lady. In India, Banetjee (2014) conducted a descriptive cross-sectional study to examine the impact of face­ to-face selling to maintain client satisfaction in the insurance market. The study concluded that personal selling influences client satisfaction. Regionally, Tap era and Gororo (20 16) undertook a study in Zimbabwe to examine how insmance companies' competitive advantage is affected by marketing methods. The study demonstrated that advertising and personal selling significantly impacted the company's competitive advantage. Abiaziem and Nwogu (2023) investigated how personal marketing affected First Bank's service delivety in Nigeria. The results of the study unveiled that growing sales and retaining existing clients may be achieved through personal selling. Further research was done locally on IMC strategy and customer loyalty. A descriptive study on customer loyalty and personal selling tactics was catried out by Abel and Rugami, (2020) on insmance businesses in Malindi Town, Kilifi County, Kenya. This research tmveiled a 15 strong positive connection between client loyalty and personal selling techniques. Furthermore, a study by Musyimi, (20 18) examined how societal factors influence how integrated marketing communications affect fast-food businesses' performance in Kenya's Nairobi Central Business District. According to the study, fast-food companies would nm more efficiently if they used social media, public relations, sales promotion, and advertising, even in the absence of societal influences. 2.3.5 Direct marketing and customer loyalty Direct marketing refers to contacting and providing products and services to clients directly via consumer channels without the assistance of marketing middlemen (Kotler & Armstrong, 2004). Bala and Verma, (20 18) opine that customers' increased use of the Intemet for numerous product purchases is a result of direct marketing. Businesses that use successful direct marketing techniques could anticipate greater customer satisfaction, longer client retention rates, and enhanced long-tetm profitability (Chang & Zhang, 2016). Several studies have been undertaken on the impact of IMC tactics on customer loyalty worldwide. IMC tactics have a good impact on insurance businesses' perfom1ance in Jordan, increasing consumer awareness and loyalty, according to Assaf et al. (2024) . Regionally, there are several studies on IMC strategies and customer loyalty. Egwuonwu et al. , (20 17) undertook a descriptive study on IMC and client loyalty in Nigeria's telecom sector and established a positive outcome. The three elements of communication mix that best predict brand loyalty are sales promotion, public relations, and direct marketing, according to additional research by Seidu et al. (2024) about brand loyalty in the Ghanaian commercial banking sector. Contradictmy findings have also been established regarding the connection between IMC strategy and customer loyalty. Josephine et al. (2021) studied the connection between IMC and Customer Loyalty of Guaranty Trust Banlc (GTB) in the Ibadan Metropolis, Nigeria. The study established a significant effect on consumer loyalty as the result of integrated marketing communication with its digital counterpart between advertising and brand loyalty. The influence of the IMC approach on consumer purchasing decisions in commercial banlcs was the subject of a descriptive cross-sectional study conducted in Nairobi County, Kenya by 16 Kiambarua (20 18). All IMC methods significantly influenced consumer purchase decisions, as demonstrated by the study. IMC and firm performance at Post Office Savings Bank Nairobi were the subjects of a descriptive study conducted by Cheruiyot (2014). The study's findings indicated that enhancing sales, business expansion, customer loyalty, and product recall can be achieved by utilizing public relations, sales promotion, direct marketing, personal selling, and advertising. 2.4 Summary of Knowledge Gaps in Research The conceptual, contextual, and methodological gaps identified by the literatme review are summarized in this section. IMC techniques have been conceptualized in several ways in the body of extant knowledge and published works. The proposed study identifies the relationship between customer loyalty and IMC tactics at DTB in Nairobi City County, Kenya, to fill in conceptual, contextual, and methodological gaps. Knowledge Gaps Summarized in Table 2.1. Table 2.1: Summary ofKnowledge Gaps Author lye Focus of the study Methodolog Findings Gaps Focus of the a•· y cmTent study Rabia, To scmtinize the effect Qualitative Advertising has Contextual The present study (2012) of advertising creativity ShJdy. had a huge impact and examines the impact on client loyalty at on customer methodolog of IMC strategies on advertising agencies in loyalty. ical gaps. customer loyalty at Finland. DTB in Nairobi City County, Kenya. Cengiz et Effects of advertising Descriptive. Advertising Concephwl The present sh1dy al., (2007) and image on bank effectiveness has a gaps. examines the impact client loyalty in Turkey. positive correlation of IMC strategies on with customer customer loyalty at loyalty. DTB in Nairobi City County, Kenya. 17 Adane et Analyzes the Explanatmy There is a direct Contextual The present study a!., (20 18) correlation among research con-elation and examines the impact advertising design. between methodolog ofiMC strategies on effectiveness, and client advertising and ical gaps. customer loyalty at loyalty in the Ethiopian client loyalty. DTB in Nairobi banking sector. City County, Kenya. Martensen Investigated how WOM Survey There was a direct Conceptual The present study and impacts customer method. correlation and examines the impact Gronholdt attitudes. between WOM and contextual of IMC strategies on (2016) customer attitudes. gaps. customer loyalty at DTB in Nairobi City County, Kenya. Tapera & To investigate IMC and Descriptive Personal selling Contextual Present study Gororo competitive advantage approach. and advertising gaps. examines the impact (2016) in Insurance companies influenced ofiMC strategies on in Zimbabwe. competitive customer loyalty at advantage, DTB in Nairobi City County, Kenya. Assaf eta!., Investigate the Descriptive IMC has a Conceptual The present study (2024) consequences ofiMC approach. beneficial impact and examines the impact on business success in on client loyalty contextual of IMC strategies on Insurance Company in and awareness. gaps. customer loyalty at Jordan. DTB in Nairobi City County, Kenya. Josephine To evaluate the Survey There is a Contextual The present study eta!., connection between research significant effect and examines the impact (2021) IMC and client loyalty method. on consumer methodolog of IMC strategies on in Guaranty Trust Bank loyalty because of ical gaps. customer loyalty at (GTB) in Nigeria. integrated DTB in Nairobi marketing City County, communication Kenya. with its digital counterpart. 18 Kiambama, The impact ofiMC on Descriptive Concluded that the Conceptual The present study (20 18) consumer choices made approach. purchasing and examines the impact at commercial banks in decisions of contextual ofTMC strategies on Nairobi County's consumers were gaps. customer loyalty at Central Business significantly DTB in Nairobi District (Kenya). influenced by all City County, IMC tools. Kenya. Chemiyot, Investigate on IMC and Descriptive All IMC Conceptual The present study (2014) economic results of approach. dimensions can and examines the impact Post Office Savings improve business contexh1al ofTMC strategies on Bank Nairobi. perfmmance by gaps. customer loyalty at increasing sales, DTB in Nairobi business City County, expansion, Kenya. customer loyalty, and product recall. Source: (Researcher, 2024) 2.5 Conceptual Framewor){ The conceptual framework shown in Figure 2.1. illustrated the relationship between IMC strategies and customer loyalty may be related. IMC strategy based on public relations, advertising, sales promotion, personal selling, and direct marketing will be examined in the suggested study, while commitment, word-of-mouth, repeat business, and share of purchase will be used to measure customer loyalty. 19 Figure 2.1: Conceptual Framework Advertising • Frequency of advertisements • Reach and impressions • Ad recall and recognition • Customer attitudes towards ads sales promotion • Number and types of promotion • Redemption rates • Customer perception of promotion Personal selling • Customer calls/revisits • Customer satisfaction with sales interactions • Providing incentives to customers Public relations • Media coverage • Social media engagements on PR content • Sponsorships • Effectiveness of PR events and campa1gn Direct marketing • Number of direct marketing campaigns • Response rates • Customer feedback on direct marketing Source: (Researcher, 2024) Customer loyalty • Behavioral • Attitudinal • Situational • Commitment • Word of mouth • Repeat purchase • Share of purchase 20 2. 7 Chapter Summary This chapter provided a general outlook of the literature review, including the theoretical review, and empirical review. It reviewed the knowledge gaps addressing the conceptual, contextual, and methodological gaps. The chapter also highlights the conceptual framework and the operationalization of the study variables. 21 CHAPTER THREE RESEARCH METHODOLOGY 3.1 Introduction This chapter presented the research methods and techniques that were utilized in this. It includes research design, target population, sample design, data collection strategies, data analysis approaches, and quality of research and research ethics. This chapter ensured that the research would yield genuine, dependable, and broadly applicable results by offering a well­ defined structure for the investigation. 3.2 Research design Creswell (20 14), opines that a research strategy is a detailed strategy that describes how a study will be can·ied out, including the techniques and protocols for gathering and evaluating data. To find out how IMC strategies impact customer loyalty, this shtdy adopted a descriptive cross­ sectional survey design. Given that infmmation would be gathered from a sample of DTB consumers at a single moment in time to offer insights into their behaviour and attihtde related to the IMC strategy, a descriptive cross-sectional survey methodology will be helpful. This approach is effective for studies that aim to capture a specific point in time when a particular occurrence is being researched, according to Kothari (2004). Understanding and describing the state of circumstances now is also relevant to it. The capacity to precisely capture the characteristics of a given individual, situation, or group as well as answer questions of who, what, when, where, and how are among the advantages of descriptive research (Gilbert & Iacobucci, 201 0). To ascertain the impact of IMC strategy on customer loyalty at DTB in Nairobi City County, Kenya, the study-adopted a descriptive cross-sectional research design. 3.4 Population of the study Copper and Schindler (2014), refer to population as the researcher's specific components from which conclusions are drawn. The shtdy will consider the population of DTB 's customers across all segments. Cunently, DTB has a population of391 ,870 customers in Kenya according to the latest financial reports released by (DTB, 2024). This was useful in the provision of relevant infmmation linked to the research objectives and questions. 22 3.5 Sampling Design According to Elam et al., (2013), a sampling frame refers to a source list that includes the names of evety item in a particular population and is used to draw the sample. Cooper and Schindler (20 11 ), suggest that sampling refers to the method a researcher uses to select a representative from the target population. The study used purposive sampling because this was relevant in the selection of customers who are considered useful in the provision of in-depth insights associated with the phenomena to be studied (the impact of IMC strategies on customer loyalty at DTB in Nairobi City County, Kenya). A sort of non-probability sampling known as purposive sampling entails the researcher selecting participants for the representatives according to various specifications, such as the subject's aptitude and desire to take part in the study or the subject matter expert's comprehension of the research question (Tongco, 2007). The key objective of judgmental sampling, according to Rai and Thapa (20 15), is to concentrate on specific traits of interest within a population that will best assist the researcher in addressing their study issues. For this study, the representative sample size was calculated using Slovin's fmmula to ensure statistical significance. DTB has a population of 391 ,870 customers in Kenya, the method for calculating the sample size was fmmulated as follows: n = (N/1 +N*e2 ) Where: n represents the sample size N represents the population size (391,870 customers in Kenya) e represents the margin of enor (0.05 for ±5%) therefore, n = (391,87011 + 391,870 * 0.052 ) n=400 This calculation confirms that a sample size of approximately 400 was appropriate, providing a confidence level of95% and a margin of error of ±5%. 23 Purposive sampling will be useful in the selection of corporate and retail customers who are loyal to DTB in Nairobi City County, Kenya. This approach will enhance the quality and relevance of the gathered infonnation, thereby contributing to the overall robustness of the study. 3.6 Data Collection Data collecting methods are the application of different instmments to acquire data for their study. (Mwita, 2022). This study adopted primary data. A stmctured questionnaire based on the specific objectives of the study were used to undertake in-depth interviews among DTB managers in Nairobi-based branches. This included the marketing managers and operations managers based on their knowledge regarding DTB 's customer base to gain insights on how IMC strategies can impact Customer loyalty. The study leveraged a 5-point Likert scale (!­ strongly disagree, 2- disagree, 3- neutral, 4- agree, 5- strongly agree) whereby respondents rated their degree of agreement or discord regarding their experiences in DTB on their IMC strategies. There were seven sections on the questionnaire. Section A included demographic data, Section B, advertising plan, Section C, sales promotion strategy, Section D, personal selling strategy, Section E, public relations strategy, Section F, direct marketing strategy, and Section G, customer loyalty. 3. 7 Research Quality This chapter addressed the steps that were taken to ensure the validity and reliability of the proposed study. 3.7.1 Reliability Reliability plays a critical role in guaranteeing the validity of the infmmation that was acquired (Coleman, 2022). The internal consistency of scales about the study's variables, which have a range of 0 to 1, were assessed in this investigation using Cronbach's alpha. Therefore, the results would be more dependable if the value of Alpha were closer to 1, and the instrument or tool would be less reliable if it were closer to 0 (Baharum et al., 2018). Cronbach's alpha values between 0.5 and 0.8 have been accepted by much research as acceptable reliability criteria. Musyimi (2018) achieved Cronbach's alpha cutoff of 0.7 to assess the measurement 24 equipment's reliability, while Abel and Rugami (2020) achieved a threshold of 0.8 to be very reliable. This study adopted a Cronbach Alpha score of 0. 7 and above as the threshold. 3.7.2 Validity To ascertain the fmding's significance, validity is crucial in this investigation. Validity, according to Siiriici.i and Maslakci (2020), is characterized by the extent to which the questionnaire's information offers appropriate measurements by the study's objectives and the dependability of the findings. For this study, the validity was achieved by having the supervisor carefully review the questionnaire to guarantee content validity and will also carefully build it based on the body of existing literature. Confitmat01y factor analysis (CFA) and explorat01y factor analysis (EFA) were used to assess construct validity. Baharum et al. (20 18), opine that CFA will validate the factor structure found in the explorat01y analysis and establish the validity of the constructs by testing the proposed relationships between the observed variables and their underlying latent constmctions. These methods were used in the study to verify the validity of the research instruments, which provided a solid basis for examining how IMC strategies affected customer loyalty at DTB in Nairobi City County, Kenya. 3.8 Data Analysis Both descriptive and inferential statistics were utilized in the data analysis for this study. Simple descriptions of the sample and the measures were created using descriptive analysis, which were also used to show the features of the facts gathered from the questionnaires. The replies on various IMC strategies and customer loyalty at DTB in Nairobi City County, Kenya, were presented in tetms of frequencies, percentages, means, and standard deviations to fumish a ctisp image. This was deemed useful in characterizing the general nature of the data in terms of fundamental traits and patterns. The variables were described using descriptive statistics, which included means, frequencies, and standard deviations. Additionally, inferential statistics, multiple linear regression was used in the study to examine the connection between IMC tactics and client loyalty. This included inferential techniques and hypothesis testing techniques about the connection between IMC tactics and client loyalty. For data analysis, the Statistical Package for the Social Sciences (SPSS) program was utilized, improving the validity and dependability of the outcomes. Tables 25 were used to properly display the data results and provide evidence for data interpretation. The following multivariate regression model was utilized. Y = ~0 + ~1 *X1 + ~2*X2 + ~3*X3 + ~4*X4 + ~5*X5 + e Where;- Y represents customer loyalty X1 represents advertising X2 represents sales promotion X3 represents personal selling X4 represents public relations X5-represents direct marketing ~0 represents they-intercept ~I, ~2, ~3, ~4, ~5 represents the slope (how the dependent variable vanes when the independent variable increases by one unit) e represents the enor of margin 3.8.1 Diagnostic tests The study employed varied diagnostic tests to verify the validity and reliability of the data. To ensure the presumptions for parametric statistical tests are satisfied, the normality of the data was examined using several diagnostic tests. Multicollinearity Test In regression analysis, multicollinearity is the state in which independent variables have a high degree of conelation with one another, producing estimates of regression coefficients that are unstable and inaccurate. Because of this circumstance, figuring out the precise impact of eve1y determinant conceming the outcome is challenging (Alin, 201 0). To find multicollinearity between independent variables, the Variance Inflation Factor (VIF) was used. A VIF exceeding 10 indicated high multicollinearity, implying that the estimates of regression coefficients may 26 be affected due to strong correlations among predictors, thereby affecting the reliability of model estimates and interpretations (Etebefia et al., 2019). Normality Test Finding out whether a normal distribution accurately fits a data set can be done statistically using a normality test. Since many statistical techniques, including t-tests, ANOV A, and regression analysis, depend on the presumption that the underlying data have a normal distribution, determining the normality of the data is crucial (Demir, 2022). The Shapiro-Will< test was utilized to assess the normality of the data. Linearity Test The extent to which linearity exists in the correlations between the dependent and independent variables is assessed using a linearity test (Chatfield & Lindsey, 2010). The study used scatterplots of the independent variable vs the dependent variable, where a straight line in the scatterplot indicated a linear connection. To control the impact of the other factors and comprehend the relationship between each independent and dependent variable, partial regression plots were utilized. Stevens (2012) argues that in cases when independent and dependent variables have a nonlinear connection, the regression analysis's conclusions could underestimate the true nature of the relationship. 3.9 Ethical Considerations To ensure that the research is legitimate and that the participants' rights are respected, ethical considerations must be made in any research. One of the main research considerations for this study was getting each participant's infmmed consent. An authorization fmm explaining the purpose of the research, the activities that were to be canied out, and the participants' rights­ including the ability to withdraw from the study was required of each patiicipant. All data collected from participants were anonymized and available to the research team only to protect study confidentiality. These steps assisted in making sure that pmiicipant privacy is respected throughout the research project. Maintaining originality also requires avoiding plagiarism and conectly citing all information sources. According to the established national and institutional standards, this helps guarantee that the research is conducted. To prevent unauthorised 27 availability of the information, facts were gathered in files that require a password and regularly back up. Following the study's conclusion, the data was suitably destroyed and retained exclusively for research purposes. Applying this thorough analysis's ethical considerations. 3.10 Chapter Summary This chapter provided an outline of the research approach adopted for this study. It provides a synopsis of the research design, study's population, sample design, method of data collection, approaches for testing the study instrument, reliability and validity tests and ethical considerations. 28 CHAPTER FOUR PRESENTATION OF RESEARCH FINDINGS 4.1 Introduction The focus of this chapter was the presentation of findings. Primary data on the variables of the study was collected using structured questionnaires. The completed questionnaires were gathered, smied, organized, and cleaned for analysis. Descriptive and inferential statistics were used for data analysis. Findings are presented in this chapter using tables and figures . The final section simplifies the summaty of the findings which does not involve any in-depth evaluation of the results. 4.2 Response Rate The study administered questionnaires to a sample size of 400 DTB customers drawn from the 43 branches in Nairobi. Out of the 400, 362 questionnaires were fully filled and retumed. Table 4.1 shows the response rate. The results shown in Table 4. I indicate that the response rate was 91 percent. A response rate above 50 percent is sufficient for the analysis as stated by (Kothari, 2004). Therefore, 91 percent was satisfactmy for this research to make the analysis. Table 4.1: Response Rate Response Returned Not returned Total Source: Researcher, (2024) 4.2.1 Reliability Statistics Frequency 362 38 400 Percent 91% 10% 100% The study used Cronbach's coefficient (alpha) method to measure the internal consistency of the study variables. The Cronbach's coefficient (alpha) ensured that the data collected was unbiased. The results would be more dependable if the value of Alpha were closer to 1, and the instrument or tool would be less reliable if it were closer to 0 (Bahannn et al., 20 18). 29 Cronbach's alpha values between 0.5 and 0.8 have been accepted by much research as acceptable reliability criteria. Table 4.2 shows the reliability of the study variables. Table 4.2: Summary of Reliability Statistics Reliability Statistics Cronbach's Alpha Based on Cronbach's Standardized Alpha Items N ofltems .864 .832 5 Scale Statistics Mean Variance Std. Deviation N of Items 10.40 36.774 6.064 5 Item Statistics Mean Std. Deviation N AGE 2.21 1.708 84 GENDER 1.37 .485 84 EDUCATIONAL 2.36 1.502 84 LEVEL OCCUPATION 2.20 1.581 84 HOW LONG HAVE YOU BEEN A DTB 2.26 1.857 84 CUSTOMER? Item-Total Statistics Scale Corrected Squared Cronbach's Scale Mean if Variance if Item-Total Multiple Alpha if Item Item Deleted Item Deleted Con·elation Con·elation Deleted 30 1 AGE 8.19 20.493 .864 .851 .784 GENDER 9.04 35.625 .158 .173 .917 EDUCATIONAL 8.05 24.311 .689 .504 .834 LEVEL OCCUPATION 8.20 22.163 .813 .688 .800 HOW LONG HAVE YOU BEEN A DTB 8.14 19.088 .877 .834 .781 CUSTOMER? Source: (Researcher, 2024) Cronbach's Alpha coefficient was 0.864, which indicates extremely high internal consistency and thus a reliable scale for measuring these constructs. Since the study was to adopt a Cronbach Alpha score of 0. 7 and above as the threshold, this means the questionnaire is a faithful tool with excellent internal consistency among the items. This high value indicates that the responses of the respondents on these 5 items are homogeneous, and that this is an appropriate tool for measuring constructs containing IMC strategy and customer loyalty. The analysis also illustrated that all the variables had a positive association with each other. The item analysis revealed that all items, except gender, contributed well to the overall reliability of the scale, as indicated by the COITected item -total correlations and Cronbach's Alpha if Item Deleted. Removing gender from the scale would increase Cronbach's Alpha from 0.864 to 0.917, suggesting that it does not align as well with the overall construct measured by the scale. Other items, such as age and duration as DTB customers, show high item-total con-elations and contribute positively to the internal consistency, supporting the scale's reliability. 4.3 Respondents Demographic Information Regarding the age, 29.1 percent of the studied respondents were of ages between 26 - 3 5 years, followed by those who are aged between 36- 45 years who were approximately 26.1 percent. The 18 - 25 age category had 25.3 percent indicating an appeal to younger, tech-savvy consumers who may be early adopters of digital banking services, whereas 10.4 percent were those respondents between age 56 and above. Furthermore, only 8.5 percent of respondents 31 1 were of ages between 46 - 55 years which was the least of percentages. Regarding gender, males constituted a larger portion of the respondents at 62.4%, while females were 3 7.1 %, indicating a male-dominated customer base. Educational backgrOtmd showed a diverse range, with majority holding either a diploma (28.8%) or an undergraduate degree (27.2%), suggesting that most customers have attained higher education. A significant portion of the sample also holds a master's degree (19.2%), reflecting a well-educated customer base. However, 6.6% of the respondents had a PHD level of education. The findings showed that most of the respondents were employed (37.1 %) and a notable 24.5% are self-employed, indicating that DTB attracts a mix of salaried professionals and entrepreneurs. Students (19.0%) and retirees (8.0%) fmm smaller segments, while the unemployed group constitutes 11.0%. According to the latest data from DTB, they have acquired 576,194 new customers over the past 1 year. This is also evident from the data in table 4.3 where 30.2 percent of the respondents had been a DTB customer from over the past 1 - 3 years. Whereas approximately 29.7 percent of respondents have been with DTB for the past 4 - 6 years. Interestingly, 11 .5 percent have stayed loyal for over 10 years, suggesting a strong long-tetm relationship with the bank. Table 4.3: Characteristics of the Respondents Frequency Percent Valid Cumulative Percent Percent Age 18-25 92 25.3 25.3 25 .8 26-35 106 29.1 29.1 54.9 36-45 95 26.1 26.1 81 46-55 31 8.5 8.5 89.6 56 and above 38 10.4 10.4 100 Total 364 100 100 Gender· Female 135 37.1 37.1 37.6 Male 227 62.4 62.4 100 Total 364 100 100 Educational Diploma 105 28 .8 28.8 29.7 level Doctrate 24 6.6 6.6 36.3 High school 63 17.3 17.3 53.6 Master's degree 70 19.2 19.2 72.8 Undergraduate degree 99 27.2 27.2 100 32 Total 364 100 100 Occupation Employed 135 37.1 37.1 37.6 Retired 29 8 8 45.6 Self employed 89 24.5 24.5 70.1 Student 69 19 19 89 Unemployed 40 11 11 100 Total 364 100 100 How long I- 3 years 110 30.2 30.2 31.3 have you been aDTB customer 4- 6 years 1 0.3 0.3 31.6 4-6 years 108 29.7 29.7 61.3 7- 10 years 42 11.5 11.5 72.8 Less than I year 57 15.7 15.7 88.5 Over I 0 years 42 11.5 11.5 100 Total 364 100 100 4.4 Descriptive Analysis This part outlines the findings of the descriptive analysis for the variables in this study, which included advertising, sales promotion, personal selling, public relations and direct marketing. 4.4.1 Descriptive Statistics for Advertising The first objective of this study was to determine how advertising influences customer loyalty at DTB in Nairobi City County, Kenya. The respondents were supposed to rate their responses on a 5-point Likert scale and the results are as presented in table 4.4. The overall mean score for the advertising-related statements was 3.626, with a standard deviation of 1.0332, suggesting a moderately favorable view with some variability among responses. The item "DTB's advertisements are engaging and often influence consumers to use their services" had the highest mean score of3.65 and a standard deviation of 1.037. This implies that customers find DTB 's advertising effmis both engaging and persuasive. The item "DTB 's advetiisements and messages can easily be recalled" had the lowest mean score of3.6 and a standard deviation of 1.008. This implies that it represented that respondent's neutrality in agreeing that DTB's advertisements are memorable with slightly less variations. 33 Table 4.4: Descriptive Statistics for Advertising Statement SD D N A SA M STD DTB advertises 8.3 5.8 18.5 50 17.4 3.62 1.095 frequently. DTB's 3.3 10.5 19.6 51.7 14.9 3.64 0.969 advertisements effectively reach its clients. The messages in 5.5 8.3 22.7 45 18.2 3.62 1.057 DTB 's adverts are consistent across different _Q)atforms. DTB's 5 8 24.9 46.4 15.7 3.6 1.008 advertisements and messages can easily be recalled. DTB 's 5 8.3 22.4 45.3 19.1 3.65 1.037 advertisements are engaging and often influence consumers to use their services. Overall mean 3.626 1.0332 Source: (Researcher, 2024) 4.4.2 Descriptive Statistics for Sales Promotion The study sought to establish how sales promotion influenced customer loyalty at DTB in Nairobi City County, Kenya. The respondents were supposed to rate their responses on a 5- point Likert scale and the results are as presented in table 4.5. The overall mean score for the statements related to sales promotions was 3.552 with a standard deviation of 1.0128, indicating a favorable view, though there is some divergence in opinions. The item "DTB's adveliisements and messages can easily be recalled" had the highest mean score of 3.61 and a standard deviation of 0.95. This implied that the ability to redeem offers multiple times was seen as a positive aspect. The item "Customers often paliicipate in DTB 's promotional offers" had the lowest mean score of3.5 and a standard deviation of 1.002. This means that only 43.1 percent of respondents agreed that they paliicipated in DTB 's promotional offers. Overall, while DTB's sales promotions are generally viewed positively, there are noticeable areas for 34 improvement, especially in terms of increasing customer engagement and reducing neutrality towards the attractiveness and frequency of promotional activities. Table 4.5: Descriptive Statistics for Sales Promotion statement SD D N A SA M STD DTB often 7.7 8.8 22 .9 45.6 14.9 3.51 1.092 engages in different types of sales promotion. DTB's 2.2 13 25.7 44.2 14.9 3.57 0.969 promotional offers are attractive. Customers often 4.7 10.2 28.7 43.1 13.3 3.5 1.002 participate in DTB's promotional offers. DTB's 2.5 9.4 28.7 43.1 16.3 3.61 0.95 promotional offers are redeemable multiple times. DTB's promotions 5.2 9.9 24 43.6 17.1 3.57 1.051 often influence customers to use their services. Ovenll mean 3.552 1.0128 Source: (Researcher, 2024) 4.4.3 Descriptive Statistics for Personal Selling The study sought to establish how sales promotion influenced customer loyalty at DTB in Nairobi City County, Kenya. The respondents were supposed to rate their responses on a 5- point Likert scale and the results are as presented in table 4.6. The data on customers' perceptions ofDTB 's personal selling practices demonstrates a generally positive outlook, with an overall mean score of 3.64 and a standard deviation of 1.07. This indicates that while many customers have favorable views on DTB's personal selling strategies, there is some variability in their responses. The item "DTB 's incentives encourage its customers to remain loyal to the banlc" had the highest mean score of 3.7 and a standard deviation of 1.06. This implies that respondents strongly agree that DTB 's incentives encourage them to remain loyal. The item 35 "DTB 's sales representatives effectively meet customers' needs through their communication" had a slightly lower mean of 3.6 and a standard deviation of 1.077. This means that there is a moderate variation in respondents agreeing on how effectively sales representatives communicate with them. Overall, while DTB's personal selling efforts are well regarded, the relatively high standard deviations suggest that not all customers have consistent experience. Improvements in the uniformity of communication and outreach may further enhance customer satisfaction and loyalty. Table 4.6: Descriptive Statistics for Personal Selling statement SD D N A SA M STD DTB's sales 8.6 7.5 18 43.6 22.4 3.64 1.16 representatives frequently reach out to customers. DTB's sales 3.3 11.6 22.1 43.4 19.6 3.64 1.027 representatives communicate effectively and are knowledgeable about the services and products offered. DTB's sales 5 10.2 24.9 39.2 20.7 3.6 1.077 representatives effectively meet customers' needs through their communication. DTB's 4.1 10.8 24 39.2 21.8 3.64 1.065 communication through its sales representatives enhances the trust level among its customers. DTB provides 3.9 11.6 22.4 40.9 21.3 3.64 1.06 attractive incentives (e.g. , discounts, and bonuses) during sales interactions. DTB's incentives 3.3 11 22.4 38.7 24.6 3.7 1.06 encourage its customers to 36 remain loyal to the bank. Overall mean 3.64333 1.07483 Source: (Researcher, 2024) 4.4.4 Descriptive Statistics for Public Relations The study sought to establish how public relations influenced customer loyalty at DTB in Nairobi City County, Kenya. The respondents were supposed to rate their responses on a 5- point Likert scale and the results are as presented in table 4.7. The analysis of customers' perceptions of DTB's public relations efforts shows generally positive responses, with an overall mean of 3.66 and a standard deviation of 1.03. This indicates that, on average, customers view DTB 's PR strategies favorably, though there is moderate variability in the responses. The item "DTB's PRevents and campaigns are effective" had a mean score of3.69 and a standard deviation of 1.022. This implies that 42.8 percent agreed, and 21 percent strongly agreed. The lower standard deviation of 1.022 indicated a relatively consistent perception among customers regarding the effectiveness of DTB's PR campaigns. The item "DTB engages in sponsored events" had a low mean score of 3.63 and a standard deviation of 1.037. This means that DTB's engagement in sponsored events was positively viewed, with 43.4 percent agreeing that such sponsorships contribute to customer loyalty. Table 4.7: Descriptive Statistics for Public Relations statement SD D N A SA M STD Information 6.9 5.5 23 .2 45.3 19.1 3.64 1.067 regarding DTB's services is readily available on different mediums. DTB's customers 3.3 9.9 23.8 42.5 20.4 3.67 1.015 frequently engage with content on social media (e.g. , likes, comments, shares). DTB shares 4.7 7.2 27.3 42.3 18.5 3.63 1.016 content that is informative and engaging on social media. 37 DT.B engages in 4.4 8 28.2 38.7 20.7 3.63 1.037 sponsored events. DT.B's sponsorship 4.1 8.8 23.2 43.4 20.4 3.67 1.029 of events and activities positively influence customers ' loyalty to the bank. DTB's PR efforts 4.1 8.3 25 .7 41.4 20.4 3.66 1.025 contribute to a positive image of the bank. DTB's PRevents 5 5.5 25.7 42.8 21 3.69 1.022 and campaigns are effective. Overall mean 3.655714 1.030142 Source: (Researcher, 2024) 4.4.5 Descriptive Statistics for Direct Marketing The study sought to establish how public relations influenced customer loyalty at DTB in Nairobi City County, Kenya. The respondents were supposed to rate their responses on a 5- point Likert scale and the results are as presented in table 4.8. The evaluation of customer perceptions of DTB's direct marketing efforts reveals an overall positive response, with an average mean score of 3.62 and a standard deviation of 1.05. This indicates that customers generally find DTB 's direct marketing strategies effective, although there is some variability in responses. The item "DTB's direct marketing efforts positively influence customer loyalty to the bank" had a mean score of 3.68 and a· standard deviation of 1.043. This implies that 41.2 percent agreed, and 22.1 percent strongly agreed that DTB 's direct marketing efforts positively influenced their loyalty to the bank, indicating a generally positive perception but with some differences among customer opinions. The item "DTB often communicates with its customers through direct marketing" had a lower mean score of 3.6 and a standard deviation of 1.125. This means that while many customers appreciate the frequency of communication, some have differing experiences. Table 4.8: Descriptive Statistics for Direct Marketing I statement I STD 38 DTB often 8.8 6.6 21.5 43.9 19.6 3.6 1.125 communicates with its customers through direct marketing. DTB's direct 2.2 9.9 26.2 42.5 19.1 3.66 0.969 communication is relevant. DTB's direct 5.2 9.4 25.1 41.2 19.1 3.59 1.062 marketing campaigns receive a high response rate. DTB's direct 5.5 8.6 26.8 39.2 19.9 3.59 1.07 marketing campaigns encourage customers to act (e.g., visit the bank, use a service). DTB's direct 5 8.3 25.1 42.8 18.8 3.62 1.038 marketing campaigns provide information that is clear, useful and relevant. DTB's direct 3.9 9.7 23.2 41.2 22.1 3.68 1.043 marketing efforts positively influence customer loyalty to the bank. Ovcr·all mean 3.623333 1.051166 Source: (Researcher, 2024) 4.4.6 Descriptive Statistics for Customer Loyalty The study sought to establish the customer loyalty at DTB in Nairobi City County, Kenya. The respondents were supposed to rate their responses on a 5-point Likert scale and the results are as presented in table 4.9. The assessment of customer loyalty for DTB had been broken down into different dimensions as outlined in the conceptual framework. The data from Table 4.9 provided insights into the various aspects of customer loyalty, including behavioral loyalty, attitudinal loyalty, situational loyalty, commitment, word of mouth, repeat purchase, and share 39 1 of purchase. The overall mean score of 3.7 with a standard deviation of 1.045 indicates a generally positive perception of customer loyalty towards DTB. Table 4.9: Descriptive Statistics for Customer Loyalty Statements SD D N A SA M STD DTB's customers 7.7 3.9 23.2 43.9 21.3 3.67 1.091 frequently use the services offered. DTB's customers 3 7.2 24.3 43 .1 22.4 3.75 0.983 often transact through DTB's branches. DTB's customers 5.5 6.4 25 .7 42 20.4 3.65 1.047 are emotionally attached to DTB for offering financial services. DTB's customers 3.9 8.3 23.2 42.3 22.4 3.71 1.027 remain loyal despite competitors offering better interest rates . DTB 's customers 3.9 7.5 25.4 40.9 22.4 3.7 1.02 are unlikely to switch to another bank due to their commitment to DTB. DTB's customers 3.3 8.8 22.9 40.6 24.3 3.74 1.029 are likely to recommend DTB to their friends and family. DTB 's customers 4.1 7.5 23 .2 43.1 22.1 3.72 1.023 engage in repeat purchase. DTB meets my 4.7 8.6 24 39.5 23 .2 3.68 1.067 banking needs in various situations. DTB handles most 6.4 7.7 22.1 39 24.9 3.68 1.12 of my banking transactions. 40 I Overall mean Source: (Researcher, 2024) 4.5 Inferential Analysis ,1.045222 To assess the relationship between IMC strategies and customer loyalty, cmTelational analysis and regression analysis were used. The results of these analyses are presented in the following subsections. 4.5.1 Correlation Analysis The relationship between variables is denoted by the tenn con·elation (Ritland et al., 20 18). A perfect negative correlation is shown by a correlation coefficient of -1, and a complete positive correlation is shown by a cmTelation coefficient of+ 1. According to Gogtay and Thatte (20 17), there is no link when the correlation coefficient is zero. Table 4.10 displays the results of the coiTelation. Table 4.10: Correlations Matrix Sales Personal Public Direct Customer Con·elations Advertising Promotion Selling Relations Muketing Loyalty Advertising Pearson Correlation Sig. (2-tailed) Sales Promotion Pearson Correlation .613(**) Sig. (2-tailed) .000 Personal Selling Pearson Correlation .615(**) .665(**) Sig. (2-tailed) .000 0 Public Relations Pearson Correlation .574(**) .571 (**) .662(**) Sig. (2-tailed) .000 0 0 Direct .548(**) Marketing Pearson Conelation .544(**) .619(**) .673(**) Sig. (2-tailed) .000 0 0 0 Customer .559(**) loyalty Pearson Correlation .578(**) .643(**) .631(**) .671(**) Sig. (2-tailed) .000 0 0 0 0 ** Correlation is significant at the 0.01 level (2-tailed). 41 Source: (Researcher, 2024) The results from table 4.10 showed that the correlation coefficient between advertising and customer loyalty was 0.559, indicating a moderate positive relationship between advertising strategies and customer loyalty. The p-value of 0.000 confinned that this relationship is statistically significant. As advertising strategies increase, customer loyalty also tends to increase, but not as strongly as some of the other strategies. The correlation coefficient between sales promotion and customer loyalty was 0.578, showing a moderate positive correlation. The relationship was statistically significant because the p-value was 0.000. Sales promotions moderately influences customer loyalty, suggesting they can be an effective tactic to enhance loyalty. The correlation between personal selling and customer loyalty was 0.643, indicating a strong positive relationship and highly significant with a p-value of 0.000. This indicated that personal selling was an effective strategy for building customer loyalty, potentially because of its personalized nature. The con-elation coefficient between public relations and customer loyalty was 0.631, suggesting a strong positive relationship. Statistically significant (p = 0.000), positive public relations strategies were closely linked to increased customer loyalty, likely due to trust-building. The highest correlation was observed between direct marketing and customer loyalty at 0.671, indicating a strong positive correlation. The relationship was highly significant (p = 0.000) meaning that direct marketing strategies were highly effective in enhancing customer loyalty, possibly due to targeted and personalized communication. All the marketing strategies analyzed (Advertising, Sal