TRADE PROMOTION AND ORGANIZATIONAL PERFORMANCE OF SELECTED BEVERAGE COMPANIES IN CALABAR METROPOLIS
DOI:
https://doi.org/10.64415/jams.v1i2.63Keywords:
Trade Promotion, Sales Force Promotion, Consumer Promotion, Trade Allowances, Point-of-Purchase Promotion, Organizational PerformanceAbstract
This study examined trade promotion and organizational performance in the beverage industry, with specific reference to selected beverage companies in Calabar Metropolis. The study was motivated by the persistent underperformance of beverage firms despite increasing investment in promotional activities, and the absence of robust empirical evidence linking specific trade promotion strategies to measurable organizational performance outcomes in the Nigerian context. Four independent variables were examined: sales force promotion, consumer promotion, trade allowances, and point-of-purchase promotion. The dependent variable was organizational performance, operationalized through market share growth, revenue generation, customer retention, and profitability indices. A descriptive survey research design was adopted. The population comprised distributors, retailers, and marketing staff of selected beverage companies in Nigerian. A sample of 330 respondents was used, and administered through stratified random sampling. Data were collected with a structured, validated, and reliable questionnaire (Cronbach’s Alpha ≥ 0.70 for all constructs) and analysed using descriptive statistics, Pearson Product-Moment Correlation, and multiple linear regression via SPSS version 25.0. Findings revealed that all four trade promotion dimensions exert positive and statistically significant effects on organizational performance. Point-of-purchase promotion emerged as the strongest predictor (β = 0.349; p < 0.05), followed by consumer promotion (β = 0.301), sales force promotion (β = 0.247), and trade allowances (β = 0.198). The regression model was statistically significant (F = 52.417; p < 0.001) and accounted for 65.3% of variance in organizational performance (R² = 0.653; Adjusted R² = 0.648). The study concludes that well-designed and consistently executed trade promotion activities are critical drivers of organizational performance in the Nigerian beverage industry. It was then recommended that beverage companies should invest strategically in point-of-purchase display systems, differentiated consumer promotion campaigns, channel-specific trade allowances, and sustained sales force motivation programmes, to improve competitive performance outcomes.
Keywords: Trade Promotion, Sales Force Promotion, Consumer Promotion, Trade Allowances, Point-of-Purchase Promotion, Organizational Performance.
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