Non rebranded 0 1673 0 1673 2503 2503 3336 5006 3336

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Non rebranded 0 16.7%(3 0 16.7%(3) 25.0%(3) 25.0%(3) 33.3%(6) 50.0%(6) 33.3%(6) As indicated in the table above internal marketing and advertising rebranding strategies were noted as the most prefered rebranding strategies used to promote corporate identity.For instance, from rebranded SACCOs 50% (6) noted that internal marketing was the rebranding strategy to use to a very great extent and 50% (6) indicated that advertising was being used to a very great extent .
28 Table 4.3: Rebranding strategy as relates to its effect on improved relevance, competitiveness and diversification. The effect of rebranding on relevance, competitivess and diversification was evaluated. The results are analysed in the following table. Rebranding status Not at all To a low extent To some extent Toa great extent To a very great extent Relevance Rebranded Not rebranded 0 11.1%(2 0 61.1(10 25.0%(3) 11.1(2) 0 11.1%(2) 75.0(9) 15.6%(3) Competitive- ness Rebranded Not rebranded 0 33.3%(6 0 55.6%10 25.0%(3) 0 16.7%(2) 0 58.3%(7) 11.1%(2 Diversification Rebranded Not rebranded 8.3%(1) 5.6%(1) 58.3%(7 88.9( 6) 0 5.5%(1) 0 0 33.3%(4) 0 As indicated above both rebranded and non rebranded SACCOs were in agreement that rebranding increases SACCO relevance improves competitiveness and helps the SACCO to diversify. In rebranded SACCOs 75% (9) respondents noted that rebranding increases SACCO relevance to a very great extent. 88.9% (6) noted that rebranding improves diversification to a low extent.
29 Table 4.4: Rebranding strategies related to customer satisfaction Various rebranding strategies were evaluated to find out the SACCO preference of use of various rebranding strategies to improve customer satisfaction. The analysis was as shown in the following table. Rebranding Status Not at all To a low extent To some extent To a great extent To a very great extent Brand awareness Rebranded Non rebranded 0 38.9%(7 0 38.9%(7) 0 11.1%(2) 66.7%(8) 0 33.3%(4) 11.1%(2) Perception of quality Rebranded Non rebranded 0 5.6%(1) 0 72.2%(13) 0 0 66.7%(8) 11.5%(2) 33.3%(4) 5.6%(1) Customer attitude Rebranded Non rebranded 8.3%(1) 27.8%(5 8.3%(1) 61.1%(11) 0 11.1%(2) 58.3%(7) 25%(3) Brand loyalty Rebranded Non rebranded 8.3%(1) 0 29.4%(5) 0 41.2%(8) 58.3%(7) 11.8%(2) 33.3%(4) 17.6%(3) 4.5 To determine the effect of rebranding on membership The survey evaluated the position of various respondents from branded and non-branded SACCOs on the effect of branding on membership (whether rebranding increases membership). 4. 5.1 To establish the effects of rebranding on new members The following table illustrates the results as pertains to effect of rebranding on increase in membership.
30 Table 4.5: Rebranding versus increase in membership From the analysis 33.3% (6) of respondents from non-branded SACCOs espoused the proposition that rebranding has no effect on membership while 27.8% (5) noted that it has effect but to a low extent. Similarly, 16.7% (3) took the view that re-branding increases membership to a great extent while 22.2% (4) noted that its effect on branding to a very great extent. On the other hand, 25% (3) of respondents in rebranded companies noted that rebranding can increase membership to some extent while 75% (9) noted that it can increase membership to a large extent.

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