An Appraisal of Promotional Strategies of Barbing Salons in Enugu Metropolis (a Case Study of Top Class Barbing Salon Awkunanaw Enugu)
CHAPTER ONE
OBJECTIVES OF THE STUDY
- To determine the extent to which barbing salon owners in Enugu metropolis are aware of promo tools.
- To determine the impact of direct marketing on customer patronage at Top Class Barbing Salon in Enugu metropolis.
- To appraise the promotional strategies adopted by Top Class Barbing Salon in Enugu Metropolis in increase profitability.
CHAPTER TWO
REVIEW OF RELATED LITERATURE
Conceptual Framework
The transformational leadership theory (Burns, 1978) underpinned this research study and served as its conceptual framework. Burns introduced the theory of transformational leadership in 1978, which Bass and Avolio (1993) developed by framing the fundamental 4 I’s, denoted as dimensions of idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (p. 112). Transformational leadership theory appeared suitable to underlie the study since it aligned with the objectives of the study of management and leadership in barber salons. Martin (2015) acknowledged that transformational leaders are most effective at improving the skills of followers. Martin also noted that in the marketplace, fostering a climate of innovation and managing change require leaders to stimulate followers intellectually and adequately to accomplish the goals of adaptability and sustainability. Gyanchandani (2016) added that knowledge is crucial to overcome the dynamic change of the organizational environment and guarantee the effective management of businesses, which transformational leaders typically exhibit by stimulating workers intellectually. Gyanchandani (2016) argued that transformational leaders fulfill business missions by combining all these traits in a coherent way to challenge, develop follower skills, and increase team performances. Transformational leaders often display empathy and emotional communication with followers and subordinates (Gupta & Mathew, 2015), a skill needed in developing employees’ efficiency and ensuring the profitability and financial sustainability of barber salon businesses. The theory of transformational leadership could serve as a valuable lens for understanding successful business management leadership strategies some barber salon owners implement to increase profitability and growth of business operations. The invocation of the transformational leadership theory helped in identifying the strategic training and other strategies salon owners use to address the paucity of skills of licensed barbers within the barbering industry.
SERVICES MARKETING
A popular definition describes services as “any act or performance that one party can offer to another that is essentially intangible and does not result in the ownership of anything (Rust et al, 1996). According to Rust et al (1996), in the late 1970s and early 1980s, scholars such as Shostack .L. noted that services were different in many ways from physical products; tor example services are intangible, and production and consumption of services are often simultaneous. There are four commonly sited characteristics of services that make them different to market from goods: intangibility, inseparability, variability, and perishability (Rust et al 1996).
CHAPTER THREE
RESEARCH METHODOLOGY
INTRODUCTION
In this chapter, we described the research procedure for this study. A research methodology is a research process adopted or employed to systematically and scientifically present the results of a study to the research audience viz. a vis, the study beneficiaries.
RESEARCH DESIGN
Research designs are perceived to be an overall strategy adopted by the researcher whereby different components of the study are integrated in a logical manner to effectively address a research problem. In this study, the researcher employed the survey research design. This is due to the nature of the study whereby the opinion and views of people are sampled. According to Singleton & Straits, (2009), Survey research can use quantitative research strategies (e.g., using questionnaires with numerically rated items), qualitative research strategies (e.g., using open-ended questions), or both strategies (i.e., mixed methods). As it is often used to describe and explore human behaviour, surveys are therefore frequently used in social and psychological research.
POPULATION OF THE STUDY
According to Udoyen (2019), a study population is a group of elements or individuals as the case may be, who share similar characteristics. These similar features can include location, gender, age, sex or specific interest. The emphasis on study population is that it constitutes of individuals or elements that are homogeneous in description.
This study was carried to examine an appraisal of promotional strategies of barbing salons in Enugu Metropolis. Selected barbing salon in Enugu Metropolis form the population of the study.
SAMPLE SIZE DETERMINATION
A study sample is simply a systematic selected part of a population that infers its result on the population. In essence, it is that part of a whole that represents the whole and its members share characteristics in like similitude (Udoyen, 2019). In this study, the researcher adopted the convenient sampling method to determine the sample size.
CHAPTER FOUR
DATA PRESENTATION AND ANALYSIS
INTRODUCTION
This chapter presents the analysis of data derived through the questionnaire and key informant interview administered on the respondents in the study area. The analysis and interpretation were derived from the findings of the study. The data analysis depicts the simple frequency and percentage of the respondents as well as interpretation of the information gathered. A total of eighty (80) questionnaires were administered to respondents of which only seventy-seven (77) were returned and validated. This was due to irregular, incomplete and inappropriate responses to some questionnaire. For this study a total of 77 was validated for the analysis.
TEST OF HYPOTHESIS
Ho: Advertising strategies adopted by Top Class Barbing Salon in Enugu metropolis do not create consumer’s awareness of barbing salon services.
Hi: Advertising strategies adopted by Top Class Barbing Salon in Enugu metropolis create consumers awareness of barbing salon services.
Ho2: Public relation strategies adopted by Top Class Barbing Salon in Enugu metropolis have not helped to increase customer patronage.
Ho2: Public relation strategies adopted by Top Class Barbing Salon in Enugu metropolis have helped to increase customer patronage.
CHAPTER FIVE
SUMMARY, CONCLUSION AND RECOMMENDATION
Introduction
It is important to ascertain that the objective of this study was to ascertain an appraisal of promotional strategies of barbing salons in Enugu Metropolis. In the preceding chapter, the relevant data collected for this study were presented, critically analyzed and appropriate interpretation given. In this chapter, certain recommendations made which in the opinion of the researcher will be of benefits in addressing the challenges of an appraisal of promotional strategies of barbing salons in Enugu Metropolis
Summary
This study was on an appraisal of promotional strategies of barbing salons in Enugu Metropolis. Three objectives were raised which included: To determine the extent to which barbing salon owners in Enugu metropolis are aware of promo tools, to determine the impact of direct marketing on customer patronage at Top Class Barbing Salon in Enugu metropolis and to appraise the promotional strategies adopted by Top Class Barbing Salon in Enugu Metropolis in increase profitability. A total of 77 responses were received and validated from the enrolled participants where all respondents were drawn from owners of barbing salon in Enugu metropolis, Lagos. Hypothesis was tested using Chi-Square statistical tool (SPSS).
Conclusion
The analysis of data resulted in the emergence of salon leadership and managerial strategies. The findings and knowledge from this research study may benefit salon business owners in the state of Enugu metropolis in finding and applying new strategies, in growing and sustaining barbering businesses.
Recommendation
The first recommendation is that salon owners need to consider partnering or coownership within the barbering industry. Through these partnerships or co-ownerships, participants have encountered some challenges of the issues related to licensed barber employee punctuality and attendance, possibly stemming from the low motivation and wages. Successful salon businesses should consider expansion strategies, including adding more locations and a franchising operating model. These strategies would likely increase the commitment of licensed barbers who are current employees, and also new hires to becoming a branch owner or leader, and pay franchising royalties and fees, as would be determined in different structures and/or ownership models. The second recommendation is that barber salons must shed the servant leader mindset and strive to develop transformational leadership qualities, retaining the service quality disposition of the former style. A professional and managerial approach within the enterprise will help to avoid employees taking advantage of the leader’s friendship. In developing transformational leadership skills and characteristics, barber salon business leaders may develop the abilities to inspire, motivate, and stimulate employed barbers. Transformational leaders are role models, and in this setting would require the business manager and owner to playing a role model of salon leader, to foster a culture of engagement and leadership to spur employees to develop business and technical skills.
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