Project-Miriam Updated 2nd Nov

STRATEGIC CHALLENGES FACING THE GROWTH OF SMALL AND MEDIUM
ENTERPRISES IN KITENGELA TOWNSHIP, KENYA.
BY
MIRIAM WAIRIMU NDERI
A RESEARCH PROJECT REPORT SUBMITTED IN PARTIAL FULFILMENT OF

THE REQUIREMENTS FOR THE AWARD OF THE DEGREE OF MASTERS OF
BUSINESS ADMINISTRATION
DEPARTMENT OF BUSINESS AND ADMINISTRATION
SCHOOL OF BUSINESS AND ECONOMICS
MASENO UNIVERSITY
© 2018
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DECLARATION
I declare that this research project is my original work and has not been submitted for
examination in any other university or college.
Signature: ……………………………………………… Date: ………………………………
MIRIAM WAIRIMU NDERI
MBA/BE/05021/2016
This research project has been submitted for examination with my approval as the appointed
supervisor.
Signature: …………………………………………………. Date: …………………………….
Dr. Simeo Okelo
Department of Business Administration

Maseno University
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ACKNOWLEDGEMENT
My sincere gratitude also goes to all the lecturers for their unrelenting commitment to duty and
the passionate manner in which they support our learning.
I would like to thank all persons whose influence on my life contributed to the writing of this
project. I am also deeply grateful to the various authors whose works have been cited in this
study.
Special appreciation goes to my family for continual support and encouragement till to date. And
also to my fellow students for their cooperative spirit and encouragement.
You are all an integral part of this work. May God richly bless you all.
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DEDICATION
I would like to dedicate the project to Almighty God for the far he has brought me and to my
parents Mr. and Mrs. Nderi who have been a strong pillar and a source of inspiration in my life.
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ABSTRACT
In Kenya, the Small Medium Enterprises (SMEs) account for 50% of the country‟s GDP and
have employed 80% of the country‟s work force. SME is a very important sector for the Kenyan
economy because it plays a very significant role in the provision of employment and wealth
creation opportunities. The crucial role of SMEs is considered in the Kenya‟s Vision 2030, a
blueprint which seeks to transform Kenya into a middle-income economy. Vision 2030
recognizes the need for capacity building and appropriate financial support to SMEs in order to
make the sector grow. Despite their significance, SMEs are faced with strategic challenges.
Studies show that three out of five SMEs businesses fail within the first few months of operation.
The purpose of this study therefore was to find out the strategic challenges affecting the growth
of SMEs in Kitengela Township, Kenya. The study was guided by the following specific
objectives: assessing how lack of credit affects the growth of SMEs in Kitengela, finding out the
effects of technology in the growth of SMEs in Kitengela, finding out how the process of
registration and licensing affects the growth of SMEs in Kitengela. The study population was
120 SMEs who were doing different businesses in Kitengela Township, Kenya. A sample size of
92, which entailed SMEs owners or managers, was used. The study used descriptive research
design. Simple random sampling was used to select the sample from the population. A structured
questionnaire was used to collect data. The collected data was analyzed through the use of the
Statistical Package for Social Sciences (SPSS). The study used the descriptive statistics such
mean, median, mode, and standard deviation to explain the results. The findings of the study
were presented by the use of frequency tables, graphs, and pie charts. The study found out that
majority (55%) of SMEs raised capital from their own savings. It was also established that
collateral requirement by most of the lenders hindered SME growth. The findings of the study
further revealed that the cost of loan was high because of high bank application fees. The study
found out that there was a significant relationship (r = 0. 457, p = .000) between technology and
business growth. The study further found out that inefficiencies at the registration and licensing
agencies derailed the process of business registration. The study concluded that SME businesses
will grow very much if there is adoption of technology. SMEs should computerize all their
business activities and put in place appropriate systems to make the operation of their businesses
efficient. Lenders should levy reasonable charges on their loan products in order to make them
attractive to SMEs.
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TABLE OF CONTENTS
TITLE PAGE………………………………………………………………………………………i
DECLARATION ............................................................................................................................ ii
ACKNOWLEDGEMENT ............................................................................................................. iii
DEDICATION ............................................................................................................................... iv
ABSTRACT .................................................................................................................................... v
LIST OF TABLES ......................................................................................................................... ix
LIST OF FIGURES ........................................................................................................................ x
ABBREVIATION AND ACROYNMS ........................................................................................ xi
OPERATIONAL DEFINITION OF TERMS .............................................................................. xii
CHAPTER ONE: INTRODUCTION ......................................................................................... 1
1.1 Background to the Study ....................................................................................................... 1
1.2 Statement of the Problem ...................................................................................................... 4
1.3 Objectives .............................................................................................................................. 5
1.3.1 Specific Objective .......................................................................................................... 5
1.4 Research Questions ............................................................................................................... 6
1.5 Justification of the Study ....................................................................................................... 6
1.6 Scope of the Study................................................................................................................. 7
1.7 Conceptual Framework ......................................................................................................... 7
CHAPTER TWO: LITERATURE REVIEW ............................................................................ 9
2.1 Introduction ........................................................................................................................... 9
2.2 Theoretical Review ............................................................................................................... 9
2.2.1 Resource Based Theory ................................................................................................. 9
2.2.2 Pecking Order Theory .................................................................................................. 11
2.2.3 Schumpeter Theory of Innovation ............................................................................... 12
2.2.4 Technology Acceptance Theory .................................................................................. 13
2.2.5 Diffusion of Innovation (DOI) ..................................................................................... 13
2.3 Empirical Review ................................................................................................................ 15
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2.3.1 Credit And Growth of SME ......................................................................................... 15
2.3.2 Technology and Growth of SME ................................................................................. 17
2.3.3 Registration and Licensing Impact on Growth of SMES ............................................ 18
2.4 Summary ............................................................................................................................. 19
CHAPTER THREE: RESEARCH METHODOLOGY.......................................................... 20
3.1 Introduction ......................................................................................................................... 20
3.2 Research Design .................................................................................................................. 20
3.3 Area of Study ...................................................................................................................... 20
3.4 Sampling Design ................................................................................................................. 20
3.4.1 Target Population ......................................................................................................... 20
3.4.2 Sample Size.................................................................................................................. 21
3.5 Data Collection .................................................................................................................... 21
3.5.1 Data Collection Instruments ........................................................................................ 21
3.5.2 Data Collection Procedure ........................................................................................... 22
3.5.3 Validity ........................................................................................................................ 22
3.5.4 Reliability..................................................................................................................... 22
3.6 Data Analysis ...................................................................................................................... 23
3.7 Ethical Consideration of the Study...................................................................................... 24
CHAPTER FOUR: RESULTS AND DISCUSSION ............................................................... 25
4.1 Introduction ......................................................................................................................... 25
4.2 General Information ............................................................................................................ 25
4.2.1 Age of Respondents ..................................................................................................... 25
4.2.2 Gender of Respondents ................................................................................................ 26
4.2.3 Levels of Education ..................................................................................................... 26
4.2.4 Sector Classification .................................................................................................... 27
4.2.5 Business Experience .................................................................................................... 27
4.2.5 Sources of Capital ........................................................................................................ 28
4.2.6 Number of Employees ................................................................................................. 29
4.2.6 Business Performance .................................................................................................. 30
4.2.7 Technology in Business ............................................................................................... 31
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4.2.8 Business Registration and Licensing ........................................................................... 32
4.3 Credit Facilities ................................................................................................................... 33
4.4 Technology .......................................................................................................................... 35
4.5 Business Registration and Licensing .................................................................................. 36
4.6 Growth of Business ............................................................................................................. 37
4.7 Correlation Analysis ............................................................................................................ 38
4.8 Regression Analysis ............................................................................................................ 39
CHAPTER FIVE: SUMMARY OF FINDINGS, CONCLUSIONS AND
RECOMMEDATIONS............................................................................................................... 41
5.1 Summary of Findings .............................................................................................................. 41
5.2 Conclusions ............................................................................................................................. 42
5.3 Recommendations ................................................................................................................... 42
5.4 Limitations of the Study.......................................................................................................... 43
5.5 Suggestions for Further Study ................................................................................................ 43
REFERENCES ............................................................................................................................ 44
APPENDICES ............................................................................................................................. 49
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LIST OF TABLES
Table 3.1 Correlation…………………………………………………….……….……………...22

Table 4.1 Age of Respondents .......................................................................................................24
Table 4.2 Level of Education .........................................................................................................25
Table 4.3 Sector Classification ......................................................................................................26
Table 4.4 Business Performance ....................................................................................................30
Table 4.5 Credit Facilities ..............................................................................................................33
Table 4.6 Technology ....................................................................................................................34
Table 4.7 Business Registration & Licensing ................................................................................35
Table 4.8 Growth of Business ........................................................................................................36
Table 4.9 Correlation Analysis ......................................................................................................37
Table 4.10 Regression Model Coefficients ....................................................................................38
Table 4.11 Model Summary ..........................................................................................................39
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LIST OF FIGURES
Figure 2.1: Conceptual Framework .................................................................................................7
Figure 4.1: Gender of Respondents ...............................................................................................25
Figure 4.2: Experience in Business ................................................................................................27
Figure 4.3: Sources of Capital .......................................................................................................28
Figure 4.4: Number of Employees .................................................................................................29
Figure 4.5: Adoption of Technology .............................................................................................31
Figure 4.6: Business Registration & Licensing .............................................................................32
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ABBREVIATION AND ACRONYMS
GDP Gross Domestic Product

KNBS Kenya National Bureau of Statistics
RBV Resource Based View
SMEs Small and Medium Enterprises
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OPERATIONAL DEFINITION OF TERMS
Debt : Amount of money borrowed by one party to another to be repaid later with interest
Equity : It is the funds obtained by the business from investors in exchange of stock.
Growth : The process of improving the performance indicators (sales and profitability) of a
business enterprise.
Small and Medium Enterprises: In the Kenyan context, it means businesses whose number of
employees ranges between 10-99.
Strategy: A method applied towards achieving a certain goal in future
Strategic Challenge: These are hindrances or obstacles which make it difficult for the execution
of a business strategy.
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CHAPTER ONE
INTRODUCTION
This chapter gives a highlight on the background to the study whereby the conceptual and
contextual arguments are presented and the relationship between independent and dependent
variables is discussed. It also touches on the statement of the problem, objectives, research
hypothesis, significance of the study of the study, scope of the study, and the conceptual
framework.
1.1 Background to the Study
Small and Medium Enterprises (SMEs) are defined differently between countries and within
sectors. Definitions differ in the break points they employ, and also in the underlying basis used
for classification (Ayyagari, Beck and Demirguc-Kunt, 2003). Some of these definitions are
based on quantitative measures such as staffing levels and turnover or assets, while others
employ a qualitative approach (Meredith, 1994). Not only do the definitions of SME vary, but
there are wide-ranging views on the characteristics of SMEs. There have been many studies in
the literature that have attempted to define the characteristics of SMEs. Central to all of these
studies is the underlying realization that many of the processes and techniques that have been
successfully applied in large businesses do not necessarily provide similar outcomes when
applied to SMEs. This is perhaps best summed up by Barnet and Macknesss (1983) and
Westhead and Storey (1996) who state that SMEs are not 'small large businesses' but are a
separate and distinct group of organizations compared to large businesses.
Small and medium enterprises (SMEs) are enterprises decided by the number of employees and
or revenues they have. Under the Kenya Micro and Small Enterprise Act of 2012, micro
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enterprises have a maximum annual turnover of KES 500,000 and employ less than 10 people.
Small enterprises have between KES 500,000 and 5 million annual turnovers and employ 10-49
people. Medium enterprises are not covered under the act, but have been reported as comprising
of enterprises with a turnover of between KES 5 million and 800 million and employing 50-99
employees. In Kenya most of the SME‟s fall in the informal sector known as jua kali meaning
Hot sun. People working in Jua kali are known to be self-employed operating small scale
industries. It also implies to all enterprises employing 1-49 people. There is no comprehensive
record of SME‟s in Kenya. According to Sessional Paper No2 of 1992, the Kenyan enterprises
are categorized depending on the number of employees as follows: micro enterprises (1-9
employees), small enterprises (10-49 employees), medium enterprises (50-99 employees), and
large enterprises (more than 100 employees). In Kenya, SMEs are therefore businesses which
employee between 10-99 employees (KNBS, 2016).
According to World Bank report of January 2011 estimated that there are about eight million
SMEs in Kenya that account for nearly 50 per cent of GDP, and employing over 80 per cent of
the country‟s labor force. The role of small and medium enterprises cannot be underestimated in
the national economy as they are given a lot of policy attention recently. They are considered as
the engine of growth to most economies. Despite their significance, past statistics indicate that
three out of five businesses fail within the first few months of operation (Kenya National Bureau
of Statistics, 2007). There is a SMEs policy, and an Act of Parliament Number 55of 2012 is in
place to promote and regulate them, and since 2012 there is even a state corporation called Micro
& Small Enterprises Authority to boost.
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It is sometimes argued that SME‟s expansion boost employment more than large firm growth
because SMEs are more labor intensive hence provision of subsidies can lead to SME being a
poverty eliminating tools. In Kenya, SMEs play a key role in economic development and job
creation. In 2014, 80% of jobs created were dominated by SMEs. A 2014 CNBC news report
puts SME contribution to Kenya‟s GDP at about 45%. KNBS (2016) found out that majority of
SMEs businesses closed down after attaining the age of 3.8 years because of shortage of
operating funds. In Kenya, SMEs are given credit facilities by banks on the basis of collateral;
this is a limitation to them because majorities start businesses without tangible collaterals
(KNBS, 2016).
According to Deloitte Kenya Economic Outlook 2016, Kenyan SMEs are hindered by
inadequate capital, limited market access, poor infrastructure, inadequate knowledge and skills
and rapid changes in technology. Corruption and an unfavorable regulatory environment are
other challenges.
Government attempts to address these problems include enforcing legislation on local content for
public projects, establishing „Buy Kenya, Build Kenya‟ policies in public procurement, research
and development support and increased contributions to funds such as the Uwezo. The Uwezo
fund aims to expand access to finances and promote women, youth and persons living with
disability. The Kenyan government is also promoting small and medium scale manufacturing
firms and plans to develop SME parks.
Despite the support government offers, there are some strategic challenges that hinder SME‟S
from growing and expanding, which may include inadequate business skills, challenges in
registrations and licensing. Lack of credit has also been identified as one of the most serious
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constraints facing SMEs and hindering their development (Oketch, 2000; Tomecko & Dondo,
1992; Kiiru, 1991). Negative perception is another challenge facing SME‟s (Amyx, 2005), they
are perceived to lack quality services and are unable to satisfy more than one critical project
simultaneously
The focus on this study will be on Kitengela Township in Kajiado County. Kitengela is among
the fastest growing towns in Kenya which is located south of Nairobi and according to 2009
Kenya Population and Housing Census, the county has a population of 58197.
1.2 Statement of the Problem
Kenya being one of the most developed countries in east Africa, it boast in Agriculture, forestry,
fishing and a big manufacturing sector representing 11% of the GDP. The Kenyan economy
advanced 4.4 percent year-on-year in the third quarter of 2017, slowing from a 5.6 percent
expansion in the same quarter of 2016. The Kenya National Bureau of Statistics (KNBS)
reported that inflation increased from 7.0% in January 2017 to 9.0% in February 2017 on
account of rising food and electricity prices.
SMEs are the main source of employment in developed and developing countries alike,
comprising over 90% of African business operations and contributing to over 50% of African
employment and GDP. It is estimated that today, Kenya‟s informal sector constitutes 98 percent
of all businesses in the country, absorbs annually up to 50 percent of new non-formal
employment seekers, has an employment growth rate of 12-14 percent and contributes 30 percent
of total employment.
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This study will focus on Kajiado county more specifically Kitengela township which is a fast
growing town. Despite covering a large area we find a vast majority of people in the central
business district. In the course of this study we shall find the challenges the SME‟s in the area
face in trying to expand in the region despite having attracted a majority of people due to the area
infrastructural developments. Many new firm starts up each year but their survival is more
difficult. The first 3 years of a business are most critical with up to 50% ceasing to trade during
that time. This mostly applies to small firm rather at 6 times more than big firms. Failure is often
caused by SME‟s looking inwards and not focusing on the customer and market requirement,
limited management skills and the owners‟ belief that they can do it all.
SMEs constitute for a massive 99.7% of the enterprises worldwide. Since SMEs contribute
substantially to the economic and industrial development in most countries, it is crucial to
identify the strategic challenges that affect their growth. SME‟s have a challenge in accessing
credit from institutions like bank due to a few reason such as ; lack of economies of scale , lack
of credit reporting systems ,lack of eligible collaterals. Most of them rely on self-financing in
terms of retained earnings.
1.3 Objectives
The major objective of this study was to determine the strategic challenges facing growth and
expansion of small and medium enterprises in Kitengela Township.
1.3.1 Specific Objective

The specific objective includes
i) To assess how credit affects growth of SME‟s in Kitengela Township
ii) To find out the effects of technology on the growth of the SME‟S in Kitengela Township.
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iii) To find out how the process of registration and licensing affects growth of SME‟s in
Kitengela Township.
1.4 Research Questions
i) To what extent does lack of credit affect the growth of SMEs in Kitengela Township?
ii) What are the effects of technology on the growth of SMEs in Kitengela Township?
iii) How does the process of registration and licensing affects the growth of SMEs in Kitengela
Township?
1.5 Justification of the Study
The importance of studying the strategic challenges facing the growth and expansion of SMEs is
yet to be established through scholarly research. This study sought to fill in this gap through
contributing to the already existing knowledge on SMEs, as well as helping unleash the
challenges which SMEs encounter when expanding. By providing a critical analysis of strategic
challenges towards SMEs, this study acted as a wakeup call for government, banking institutions
on the products that benefit SMEs as well as for SMEs in Planning and strategizing their growth.
This study will be of great importance to SME owners as it will identify some of the factors
which contribute to the SME‟s challenges in growth and help in recommending better ways to
deal with them. The study will further help to inform and build SME‟s in their quest to grow.
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1.6 Scope of the Study
The scope of this study was limited to finding out the strategic challenges facing the growth of
SMEs in Kitengela Township. The study was carried out in Kitengela Town, Kajiado County,
Kenya. The study was conducted between September and October 2018.
1.7 Conceptual Framework
Figure 1.1 shows the conceptual framework for this study. The independent variables are the
strategic challenges faced by SMEs. These strategic challenges include credit facilities,
technology, and business registration and licensing. The dependent variable is the growth of
SMEs in Kitengela Township, Kenya. The growth of SMEs may be measured by annual sales,
annual profits, and the number of branches opened.
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Independent Variables Dependent variable
Strategic Challenges Growth of SMEs
-Annual sales
 Credit Facilities
-Loan amount -Number of branches
-Number of loans -Annual profits

 Technology
-Innovations
-Computer literacy
-Computerized
functions
 Business Registration
& Licensing
-Time taken to register
a business
-Cost of registration
-Number of licenses
-Cost of licensing and
ease of acquisition.
Figure 1.1 Conceptual Frameworks Source: (Researcher, 2018)
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CHAPTER TWO
LITERATURE REVIEW
2.1 Introduction
Business growth can be measured in many ways such as sales turnover, profits, and number of
people employed and in market and technology domain (Marc, 2000). O‟Gormoma (2001) found
out that there is no one single measure of growth. Growth can be measured in many ways such as
turnover, profits, and number of people employed and in market and technology domain. He
asserts that none of these options presents itself as the most appropriate measure. The
performance of an enterprise, according to (Adler and Izareli, 1994), is a function of its ability to
reach and maintain equilibrium with its environment. They assert that an organization can adapt
to changes in its internal and external environment or maintain or enhance its performance levels
through innovation. According to Marry (2004), the growth of an enterprise is reflected in
increased sales, new and improved products and increased market share. O‟Gormoma (2001)
asserts that business performance is measured by investment in innovation that enables their
businesses to successfully enter into new product market domains and consequently enhance
their sales growth in the long run.
2.2 Theoretical Review
2.2.1 Resource Based Theory
Finance is required to support economic activities and makes a significant contribution to growth
(Levine and Dermiguc-Kunt, 2001). The role of finance in supporting any economic activity
cannot be over emphasized. We shall explore the role of credit or finance in fostering SME‟s
growth based on the resource based theory. The resource based theory (Barney, 1991) states that
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firms specific resources are a corner stone of corporate performance and competitiveness. Firm
specific resources include finance and ability to attract finance.
According to the resource-based theory, which has its roots in economic theory (Penrose,
1959)and early strategy theory (Selznick, 1957; Ansoff,1965; Andrews, 1971), the long-term
competitiveness of a company depends on its endowment of resources that differentiate it from
its competitors, that are durable and, that are difficult to imitate and substitute (Grant, 1991;
Peteraf,1993; Collis and Montgomery, 1995; Mahoney and Pandian, 1992; Barney, 1991;
Prahalad and Hamel, 1990 and 1994; Stalk et al., 1992, Amitand Shoemaker, 1993; Porter,
1991).
Various definitions and classifications of resources have been proposed in the literature. The
most important in the context of this article are briefly described here;
A number of authors divide resources into homogeneous classes, such as, financial resources,
physical resources plant, machine, equipment, etc., human resources, technological resources,
reputation, and or organizational resources (e.g., control management system, organizational
climate, internal relationships) ( Grant, 1991; Azzone et al., 1996).
Others classify resources as tangible, such as human, financial or physical resources, and
intangible, such as reputation, organization, know-how or patents ( Hall, 1992; Zahara and Das,
1993; Collis and Montgomery, 1995)
In our study we find that capital is a resource that contributes to the competitiveness of a firm
and its growth.
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However, the resource-based theory does not consider all resources possessed by a company, but
focuses rather only on critical (or strategic resources, i.e. those that are the basis of the
company‟s sustainable competitive advantage).
2.2.2 Pecking Order Theory

SME capital structure behavior is found typically to follow pecking order behavior whereby
business adhere to a hierarchy of financing sources and prefer internal financing followed by
debt financing and lastly equity financing. However, the theoretical underpinnings of the
pecking order theory are doubted in the case of SMEs as SME managers highly value financial
freedom, independence, and control while the pecking.
Order theory assumes firms desire financial wealth and suffer from severe adverse selection
costs in accessing external finance (Bell and Vos, 2009). Alternatively, the contentment
hypothesis of Vos, et al (2007) contends the reason SMEs exhibit pecking order behavior is the
aversion to loss of control to outside financiers and the preference for financial freedom.
Several studies have recognized that the SMEs founder ′s savings, as well as the assets of family
and friends, are often the foundation of seed capital (Roberts, 1991). While financing
requirements do vary by sector (Mason and Harrison, 1994), for the majority of SMEs internal
equity and profits alone are insufficient to meet the high capital requirements for development
and progression to the next growth stage. Therefore, while they are still in the very early stages
of development many SMEs are forced to seek external investment capital (Oakey, 1984). Not
surprisingly, the firms which seek external capital most vigorously tend to be growth-oriented
companies (Oakey, 1984).
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2.2.3 Schumpeter Theory of Innovation
Schumpeter Theory of Innovation Schumpeter (1934) argued that entrepreneurs, who could be
independent inventors or Research and Development engineers in large corporations, created the
opportunity for new profits with their innovations. In turn, groups of imitators attracted by super-
profits would start a wave of investment that would erode the profit margin for the innovation.
Schumpeter (1934) emphasized the role of entrepreneurship and the seeking out of opportunities
for value generating activities which would expand and transform the circular flow of income,
but it did so with reference to a distinction between invention and discovery on one hand and
innovation, commercialization and entrepreneurship on the other. The separation of invention
and innovation marked out the typical nineteenth century institutional model of innovation, in
which independent inventors typically fed discoveries as potential inputs to entrepreneurial
firms. The author further saw innovations as perpetual gales of creative destruction that were
essential forces driving development in a capitalist system.
Schumpeter‟s thinking evolved over his lifetime to the extent that some scholars have
differentiated his early thinking where innovation was largely dependent on exceptional
individuals/entrepreneurs willing to take on exceptional hazards as an act of will
(Schumpeter, 1934).Schumpeter drew a clear distinction between the entrepreneurs whose
innovations create the conditions for profitable new enterprises and the bankers who create credit
to finance the construction of the new ventures (Schumpeter, 1939).He emphasized heavily that
the special role of credit-creation by bankers was „the monetary complement of innovations‟
(Schumpeter, 1939).As independent agents who have no proprietary interest in the new
enterprises they finance, bankers are the capitalists who bear all the risks (none is
borne by the entrepreneurs).That requires having the special ability to judge the potential for
success in financing entrepreneurial activities. Schumpeter emphasized that it is just as important

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to deny credit to those lacking that potential as it is to supply credit to those having it
(Schumpeter, 1939)
2.2.4 Technology Acceptance Theory

Technology Acceptance Model (TAM) was advanced by Davis (1993) and focused on the
technological issues. The model relates the individuals‟ behavioral intentions and his/her
technology use. It is suggested that, the actual behavior of a person is determined by his
behavioral intention to use, which is in turn influenced by user‟s attitude toward and perceived
usefulness of the technology. However, attitude and perceived usefulness are both determined by
ease of use. From this model, usefulness and user friendliness affect users' attitudes towards any
service. Davis (1993), thus suggest that it is important to value user requirements based on
perceived Usefulness and the user friendliness of innovation rather than other objective measure.
Adopting the TAM model requires the understanding of end-users requirements regarding
usefulness and user friendliness (Pedersen, 2002).Wang et al. (2003), examines the effect of
computer self-efficacy on the intention to use internet banking. The results strongly support the
extended TAM in predicting the intention of users to adopt innovation. It also demonstrates the
significant effect of innovation on behavioral intention through perceived ease of use, perceived
usefulness, and perceived credibility (Wang et al., 2003).
2.2.5 Diffusion of Innovation (DOI)

Diffusion of Innovation (DOI) Theory, developed by Rogers in 1962, He synthesized research
from over 508 diffusion studies and came out with the „diffusion of innovation‟ theory for the
adoption of innovations among individuals and organization. The theory explicates “the process
by which an innovation is communicated through certain channels over time among the members
of a social system” (Rogers, 1995, p. 5). It is one of the oldest social science theories. It
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originated in communication to explain how, over time, an idea or product gains momentum and
diffuses (or spreads) through a specific population or social system.
The result of this diffusion is that people, as part of a social system, adopt a new idea, behavior,
or product. Adoption means that a person does something differently than what they had
previously. The key to adoption is that the person must perceive the idea, behavior, or product as
new or innovative. It is through this that diffusion is possible.
Innovations are not adopted by all individuals in a social system at the same time. Instead, they
tend to adopt in a time sequence, and can be classified into adopter categories based upon how
long it takes for them to begin using the new idea. Practically speaking, it's very useful for a
change agent to be able to identify which category certain individuals belong to, since the short-
term goal of most change agents is to facilitate the adoption of an innovation. Adoption of a new
idea is caused by human interaction through interpersonal networks. If the initial adopter of an
innovation discusses it with two members of a given social system, and these two become
adopters who pass the innovation along to two peers, and so on, the resulting distribution follows
a binomial expansion. Expect adopter distributions to follow a bell-shaped curve over time
(Rogers,1971). Nooteboom(1994) reviewed diffusion of innovations research and its application
to social marketing programs. One of the first points they make is that there are different types of
adopters in every target audience that, based on hundreds of different studies, usually are
represented in certain proportions and have unique motivations for adopting a new behavior.
These five adopter segments are innovator, early adapters, early majority, late majority, and
laggard. Studying how innovation occurs. Rogers (1995) also argued that it consists of four
stages: invention, diffusion, (or Communication) through the social system, time, and
consequences. The information flows through networks. The nature of networks and the roles
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opinion leaders play in them determine the likelihood that the innovation will be adopted.
Innovation diffusion research has attempted to explain the variables that influence how and why
users adopt innovations. By analyzing Rogers (2003) diffusion of innovation theory through the
lens of the Dubin framework, some gaps in the theory emerge (Lundblad and Jennifer, 2003).
Organizations are described as a social system, but within organizations, departments or teams
can also serve as social systems. Yet the unique issues and elements of departments or teams
within a larger organizational context are not addressed in terms of how these boundaries affect
the adoption of innovation. In addition, boundaries are not addressed for instances when
diffusion of innovation occurs across organizations, such as between schools of a school district
or hospitals and clinics within a health care delivery system (Lundblad and Jennifer, 2003). For
diffusion of innovation theory in organizations, the only system state defined by the theory is
what type of decision-making process is in place for adopting and implementing innovations,
identified as optional, collective, authority and contingent innovation-decisions .This theory has
been used successfully in many fields including communication, agriculture, public health,
criminal justice, social work, and marketing
2.3 Empirical Review
2.3.1 Credit And Growth of SME
Literature dealing with lack of credit affecting growth and expansion of SME‟S is relatively rich.
The key to growth is focusing on firms strategies on sharing equity, identifying a particular
market niche, identifying new products, technological sophistication and devolution of decision
making (Feindt et al., 2002; storey, 1994). Fast growing business tends to be those that extend
business ownership to others in exchange of equity. In a number of countries scarcity of capital
15
resources inhibits growth hence it‟s not surprising that access to finance makes growth easier
(Berry et al., 2000; Bianchi, 2002; Storey, 1994)
SME access to capital to fund their growth and expansion is very limited and for most of SMEs
in developing countries represents a major obstacle. It is likely that SMEs do not have access to
loans issued by banks, or face extremely unfavorable conditions of loans. On the other hand
banks in developing countries have difficulties in lending activity as a result of imperfect or
complete lack of information. As a result there is shortage of a genuine capital market for SMEs
(Nichter & Goldmark, 2009).
Kaya and Alpkan (2012) reported that lack of financial information, poor experience of business
decision making among owner- managers, the underdevelopment of financial systems and the
environment, a lack of credit volume and the cost of credit are the main financial obstacles faced
by SMES in Turkey. However Seker and Correa (2010) indicate that SMEs in turkey are more
dependent on bank finance than other countries to fund their fixed assets. Bank funding for fixed
assets in turkey accounts for 47% of all loans, backed with collateral yet SMEs find it difficult to
secure loans for operating cash flow in particular for periods of financial crises. According to
Ernest Aryeetey and Ravi Kanbur (2017) high cost of financial intermediation has created a
persistent access to finance problem, particularly for small and medium enterprises. There
continues to be a reluctance on the part of banks to lend to SMEs , for reasons that include lack
of credit information on SMES, risk and cost of lending to SMEs, lack of business and financial
skills, lack of guarantees or collateral availability . These factors are also witnessed in Kenya
despite the government lowering the interest rates. The banking sector has raised the bar on
16
conditions of meeting the credit financing such as collateral requirements, long experience in
business, audited accounts etc.
2.3.2 Technology and Growth of SME

Information technology had a great impact in all aspects of life and the global economy is
currently undergoing fundamental transformation. Information technology has very real impact
in most of industries and in all aspects of economy, while businesses and enterprises continue to
undergo considerable changes. Usage of these technologies is revolutionizing the rules of
business, resulting in structural transformation of enterprises. Modern businesses are not possible
without help of information technology, which is having a significant impact on the operations of
Small and Medium Sized Enterprises (SME) and it is claimed to be essential for the survival and
growth of economies in general.
Research points that most SMEs in Kenya are not innovative and this affects negatively on their
growth. The Kenyan Business system has not fully integrated innovation to enhance
competitiveness (Ministry of Science and Technology, 2008).
AccordingTucker (2008) argues that innovation is the best way for stimulating growth in a firm.
The most innovative firms realize higher turnover of products and services introduced within a
period of time. In order for firms to grow, then they have to adopt an innovative approach that
will enable them gain a competitive edge in the prevailing business environment. Freeman
(1982) says that to choose to be non- innovative is to choose death to an organization.
SMEs are generally more flexible, adapt themselves better, and are better placed to develop and
implement new ideas. The flexibility of SMEs, their simple organizational structure, their low
risk and receptivity are the essential features facilitating them to be innovative (Harrison and
Watson 1998).Through empirical research one can generate new and creative ideas about
17
products and processes. Some researchers observe that increasing profit of organization is
because of change in technology (Ruttan, 1997).
Initiatives to support indigenous technology should therefore aim to link SMEs with technology
specialists in order to generate an enabling environment that develops technology capacity. This
is likely to result in a great performance of SMEs as it provides differentiated products, services
and technical services in accordance with the resources available and the market needs in the
context of these SMEs. It is generally recognized that SMEs face unique challenges, which affect
their growth and profitability and hence, diminish their ability to contribute effectively to
sustainable development (Hill, 1987).
2.3.3 Registration and Licensing Impact on Growth of SMES

The legal and regulatory frameworks are a major hindrance to SME development. For instance,
many licenses are required for one to operate a single business (Mullei et al., 1999) largely
hostile to many small business operators. He also says that legal and regulatory constraints
hinder the development of the informal sector by inhibiting business competitiveness and that
besides imposing costs and inflexibilities that frustrate enterprises; they also hamper innovation,
deter investments and minimize opportunities for employment creation. The legal and regulatory
frameworks are in the form of trade licensing and registration of business names (Caps 497 and
499, Laws of Kenya) and Local Authority Licensing by-laws (Cap 265, Laws of Kenya).The
regulatory requirements contained in these frameworks have remained a hindrance to the
development of SMEs. This is because of the fact that they have costs whether an entrepreneur
complies with them or not (K‟Obonyo et al, 1999). Such costs may affect the establishment,
growth and competitiveness of SMEs, more so in the rural areas as opposed to the urban. In
addition to these costs, the person may incur some unofficial costs like bribes (K‟Obonyo et al,
18
1999). These costs may have a negative effect on the growth of SME since they could be
directed in expansion of the SME.
2.4 Summary
Several studies have been undertaken in regards to small and medium enterprises in Kenya.
According Kinyumu (2013) study on operational challenges in growth of SME in Kisumu
County found out the importance of efficient and effective organizational and operational factors
which have an effect on the growth of business in provision of services. He recommended that
management should ensure efficient location of facilities, efficient management structures and an
optimal capital base. He also made a recommendation of adoption of high technology systems
(such as total quality management system) of business processing and outsourcing which
contributes to higher revenue.
The chapter has compiled literature related to SMEs and strategic challenges affecting growth of
SMEs. Both theoretical and empirical literatures have been reviewed. Particularly, the chapter
discussed Theories related to SME growth, behavior of SMEs, innovativeness and registration
process.
This study seeks to fill the gap left in analyzing our objectives on how the contribute to growth
of SMEs.
19
CHAPTER THREE
RESEARCH METHODOLOGY
3.1 Introduction
This chapter explains the methods which were used to conduct and analyze the research. This
chapter gives the information about research design, area of study, sampling design, data
collection, and data analysis.
3.2 Research Design
Ogula (2005) describes a research design as a plan, structure and strategy of investigation to
obtain answers to research questions. This study used a descriptive research design. Mugenda
and Mugenda (1999) opine that descriptive research design enables the researcher to obtain
pertinent and precise information concerning the topic under study.
3.3 Area of Study
The study was carried out in Kitengela Township in Kajiado County, Kenya.
3.4 Sampling Design
3.4.1 Target Population
The target population was the SMEs operating in Kitengela Township. The units of study were
either the SMEs owners or senior managers. According to the KNBS (2016), there are 120
registered SMEs in Kitengela Township.
20
3.4.2 Sample Size
The study used the Slovin‟s formula to determine the sample size for the SMEs operating in
Kitengela Township. This formula is suitable in instances where there is little information about
the behavior of the population and when the confidence interval is 95% (Slovin, 1960).
n = N÷ [1+N (e2)]
Where:
n= sample size
N= target population
e =marginal error (0.05)
By using the formula, the sample size becomes;
n=120/ [1+120(0.052) =92
3.5 Data Collection
3.5.1 Data Collection Instruments

The study used the questionnaire to collect primary data from the field. The questionnaire
included both open ended and closed ended structured questions. Closed ended questions were
used because they are easier to administer and analyze. On the same note, open ended questions
were used because they allowed the respondents to complete the questionnaires in their own
words and even give more details on the study. The questionnaires were distributed to SMEs
owners or managers for first-hand information.
21
3.5.2 Data Collection Procedure
The researcher was assisted by two research assistants to collect data. Data was collected at the
SMEs‟ areas of operation. Questionnaires were administered to all the respondents in one day,
and then collected after three days.
3.5.3 Validity
Validity implies that the research instruments obtain the data as per the researcher‟s anticipation
(Mugenda and Mugenda, 2003). The pilot study was used to identify those items that could be
misunderstood, and such items were modified accordingly, thus increasing the validity of the
instrument. The researcher made the questionnaire in close consultation with supervisor to
ensure that test items covers all the areas under investigation.
3.5.4 Reliability
Reliability refers to the measure of the degree to which a research instrument yields consistent
results or data after repeated trials (Mugenda & Mugenda, 2003). Test-retest method was used to
measure the reliability of the data collection instruments. Test-retest was done by administering
questionnaires to 10 people (10% of the sample) twice but at different intervals (one week). The
10 people were within the population but outside the sample. Mugenda and Mugenda assert that
10% of the sample is appropriate for test-retest reliability. The correlation from the two scores
obtained from same respondents at different times was found to be 0.7. According to Sekaran
(2003) a correlation coefficient of at least 0.5 is considered reliable for the study.
22
Table 3.1 Correlation
Week1 Score Week2 Score
Pearson Correlation 1 0.718**

week1 score Sig. (1-tailed) 0.000
N 10 10
Pearson Correlation 0.718** 1
week2 score Sig. (1-tailed) 0.000
N 10 10
**. Correlation is significant at the 0.05 level (1-tailed).
3.6 Data Analysis

Data analysis is the process of bringing order, structure and meaning to the mass of information
collected. It involves examining what has been collected and making deductions and inferences
Kombo and Tromp (2006). Data was analyzed by the use of the Statistical Package for Social
Sciences (SPSS). Descriptive statistics such as mean, median, mode, and standard deviation were
used to explain the results. Also the inferential statistics e.g. correlation and regression analysis
were also used to generalize the findings to the study population. Regression analysis model was
used to predict the effect of strategic challenges on the growth of SMEs in Kitengela Township,
Kenya.
Regression Model
Y = β + β 1 X1 + β2 X2 + β3 X3+ Ɛi,
Where:
Y = Growth of SMEs
X1 = Technology
X2 = Credit facilities
X3 = Business registration and licensing
Ɛi= random errors.
23
3.7 Ethical Consideration of the Study
The researcher acquired an authorization letter from Maseno University for data collection.
Permission to carry out the study was also sought from the respective SMEs owners or managers.
The researcher also assured confidentiality to the respondents and affirmed that the study was
meant for purposes of accomplishing academic goals.
24
CHAPTER FOUR
RESULTS AND DISCUSSION
4.1 Introduction
This chapter presents the results and discussion of study findings on the strategic challenges
facing the growth of small and medium enterprises in Kitengela Township, Kenya. The study
was conducted on a sample of 120 respondents to which questionnaires were administered. A
total of 100 questionnaires were returned suitably filled in making a response rate of 83%.
Mugenda and Mugenda (2003) argue that a response rate of at least 50% is adequate.
4.2 General Information

The study sought to establish the information on the respondents involved in the study regarding
their age, gender, level of education, sector classification, work experience, source of capital, and
number of employees. The following was established.
4.2.1 Age of Respondents

The respondents were asked to indicate their ages and Table 4.1 shows the results
Table 4.1 Age of Respondents

Frequency Percent
below 20 years 3 3.0
21-30 years 32 32.0
31-40 years 22 22.0
41-50 years 18 18.0
above 50 years 25 25.0
Total 100 100.0
Source: Research Data (2018)
The findings from Table 4.1 revealed that majority (32%) of the respondents were aged between
21-30 years, 22% were aged between 31-40 years, and 25% were above 50 years. This implies
the respondents comprised of the young people, who were employed as managers, and owners of
the businesses.
25
4.2.2 Gender of Respondents
The study established the gender of the respondents as shown in Figure 4.1
Figure 4.1 Genders of the Respondents

From the findings (Figure 4.1), it was found that majority (51%) of the respondents were male
whereas the female represented 49%.
4.2.3 Levels of Education

The established the respondents‟ levels of education as shown in Table 4.2
Table 4.2 Levels of Education

Frequency Percent
Primary 3 3.0
Secondary 14 14.0
College 22 22.0
university 61 61.0
Total 100 100.0
Source: (Researcher, 2018)
26
The findings revealed that majority (61%) of the respondents had reached at the university level
in regard to education. The findings further confirmed that majority of the SME management
was composed of highly educated people and that was good for the administration of their
businesses.
4.2.4 Sector Classification

The study found out the sector‟s classification as shown in Table 4.3. The results show that
majority (24%) of the SMEs in Kitengela Township are engaged in wholesale and retail trade.
Table 4.3 Sector Classification

Frequency Percent
Agriculture 13 13.0
Manufacturing 4 4.0
Wholesale & retail trade 24 24.0
Repair of motor vehicle and motorcycles 3 3.0
Accommodation and food services 6 6.0
Information and communication 19 19.0
Financial and insurance activities 4 4.0
Education 11 11.0
Arts, entertainment and recreation 16 16.0
Total 100 100.0
Source: Survey Data (2018)
4.2.5 Business Experience

The study revealed that majority (38%) of the respondents had business experience between 3-5
years. This implies that most of the SME owners/managers had operated their businesses for a
short period of timed and their enterprises were relatively new.
27
Figure 4.2 Experiences in Business
4.2.5 Sources of Capital

The study sought to find out the sources of capital for the SMEs and found out that
majority (55%) of the respondents raised their capital from their own savings and the
minority (13%) acquired capital from banks. This means that banks could have been
reluctant in advancing credit facilities to SMEs businesses.
28
Figure 4.3 Sources of Capital
4.2.6 Number of Employees

The study revealed that majority (40%) of the respondents had between 16-20 employees and 7%
had at least 26 employees. This is shown in Figure 4.4.
29
Figure 4.4 Numbers of Employees
4.2.6 Business Performance

The respondents were asked to rate their business performance for the past one year as shown in
Table 4.4. Majority (58%) reported their businesses moderately performed. This could be
because they were not sufficiently funded by the financial institutions.
30
Table 4.4 Business Performance
Frequency Percent
Bad 6 6.0
moderate 58 58.0
good 36 36.0
Total 100 100.0
4.2.7 Technology in Business

Respondents were asked to indicate whether they had adopted any technology in their businesses
and it was revealed that 87% (Figure 4.5) had adopted technology in their businesses. This
means that most of the SMEs businesses have computers, printers, photocopiers, and information
systems to enhance the smooth operations of their businesses.
31
Figure 4.5 Adoption of Technology
Source: Researcher Data (2018)
4.2.8 Business Registration and Licensing

The study sought to know whether the SME businesses were registered and licensed. The
findings in Figure 4.6 show that 86% of the SME businesses were registered and licensed, 14 %
of were operating without either registration or licensing or both. Some of the businesses
without licenses revealed that they had applied and were waiting to be issued with the same.
32
Figure 4.6 Business Registrations and Licensing
4.3 Credit Facilities
The respondents were asked to indicate their nature of agreement with the statements relating to
credit facilities and the growth of SMEs. The respondents used the rating scale where 1=Strongly
Disagree, 2=Disagree, 3=Neutral, 4=Agree, and 5=Strongly Agree. Table 4.5 shows the results.
33
Table 4.5 Credit Facilities
Statements on Credit Facilities Mean Std.
Deviation
Most lenders requires collateral in order to give loans and this
3.74 1.001
disqualifies the SMEs who lack it
Long business experience is a prerequisite for SME loan 3.41 .996
Loan amount offered by banks is very small hence it limits by
2.77 .709
business growth
The cost of loans in terms of application fees is too high 3.74 .760
Some of the conditions imposed by banks are unfavorable
3.45 1.048
conditions e.g. regular cash flows and record keeping
Aggregate Score 3.422 0.9028

The results (Table 4.5) indicated that the respondents agreed that most lenders required collateral
for loan and this was a hindrance since most of them lacked conventional securities. The current
study therefore concurs with Aryeetey and Ravi Kanbur (2017) argue that collateral requirement
by lenders hinders SMEs to access finance. Respondents also agreed that the cost of loans, in
terms of application fees, was too high for them. These findings are consistent with those of
Kaya and Alpkan (2012) who established that lack of credit volumes and the cost of credit were
the main obstacles faced by SMEs in Turkey. However, the respondents were neutral to the fact
that the loan amount offered by the banks was very small for their business growth. Further to
that, the respondents were also neutral that business experience and regular cash flows were
prerequisites for the SME loans.
34
4.4 Technology
The study sought to find out the nature of respondents‟ agreement concerning technology and the
growth of SMEs. They used the scale: 1=Strongly Disagree, 2=Disagree, 3=Neutral, 4=Agree
and 5=Strongly Agree.
Table 4.6 Technology

Statements on Technology Mean Std.
Deviation
For the last three years, our firm has produced many new products and
3.06 .851
services
In general, our firm is very often the first to introduce new products
2.77 .827
and services
We always try to apply new production methods and technologies in
3.67 .533
the performance of our activities
Majority of our business activities are computerized 3.38 .885
Our firm always train staff on technology related issues to enhance
3.52 .785
their literacy levels
Our management actively seek new ways of doing things 4.03 .771
The study established that the respondents agreed that their respective management actively
sought new ways of doings things. The respondents also agreed to the fact that they always
applied new technologies in their activities and they trained their staff on technology related
issues. However, respondents were neutral that their firms had produced many new products in
the past three years. They were also neutral that their business activities were computerized and
that they were the first to introduce new products and services. The current study support the
views of Tucker (2008) who opines that innovation is the best way of stimulating growth in a
firm, and the most innovative firms realize higher turnover of products and services introduced
35
within a period of time. The current study further agrees with Freeman (1982) that to choose to
be non- innovative is to choose death to an organization. The study is consistent with Chibelushi
and Costello who found out that the adoption of technology was very critical for SME growth
and that the owner/manager‟s level of education determined the extent and the rate of adoption
4.5 Business Registration and Licensing
The respondents were asked to rate the extent of their agreement with the statements relating to
business registration, licensing, and the growth of SMEs. The respondents used the rating scale
where 1=Strongly Disagree, 2=Disagree, 3=Neutral, 4=Agree, and 5=Strongly Agree.
Table 4.7 Business Registration and Licensing

Statements on Business Registration and Licensing Mean Std. Deviation
Multiple licenses are required and applying for them is
3.03 1.068
cumbersome
The cost of some licenses is very high and this hinders the
3.80 .682
growth of our business
Many requirements for the registration of businesses
3.41 .780
discourages us from opening new ventures
The business registration process is very long and tedious 3.24 .793
Inefficiencies at the registration and licensing agencies hinders
3.97 .846
or derail the registration process
The findings (Table 4.7) regarding the business registration and licensing revealed that a quite
number of respondents agreed to the fact that inefficiencies at the registration and licensing
agencies hindered and derailed the process. The results of the current study confirm the findings
of K‟Obonyo et al. (1999) who noted that unfair practices such as bribery made it inefficient and
costly for a business person to obtain the regulatory documents for his business. Respondents
36
also agreed that the cost of some licenses were very high and that it hindered the growth of their
businesses. On the other hand, the respondents were neutral that the registration process was long
and tedious. They were also neutral to the fact that multiple licenses were required and applying
for them was cumbersome. This finding was in disagreement with that of Mullei et al. (1999)
who found out that the requirement of many business licenses was hostile to small business
operators. The results of this study are consistent with Okpara (2011) who established that the
common constraints hindering SME growth in Nigeria were lack of financial support, poor
management, corruption, lack of training and experience.
4.6 Growth of Business
The study sought to establish the nature of the respondents‟ agreement to the statements
regarding the growth of SMEs. The respondents used the rating scale where 1=Strongly
Disagree, 2=Disagree, 3=Neutral, 4=Agree, and 5=Strongly Agree. Table 4.8 shows the results.
Table 4.8 Growth of Business

Statements on the Growth of Businesses Mean Std.
Deviation
Our annual sales has been gradually increasing over the years 3.58 .713
We have been making remarkable improvements on profitability 4.00 .449
We have been opening branches in the recent years and we are
2.71 .913
intending to open more in the near future
Our investment has been increasing for the past five years 3.01 .859
The number of our staff has been growing over the years 3.65 .657
Aggregate 3.39 0.718
The study findings (Table 4.8) relating to the growth of business revealed that many respondents
agreed to the fact that they had been making remarkable improvements on profitability. They
37
also agreed to the facts that their annual sales and the number of staff had been gradually
increasing over the years. The current study agrees with the argument of Ruttan (1997) that an
organization increases its profits because of adoption and change in technology. However,
respondents were neutral to the facts that they had been opening branches and that their
investments had been increasing for the past five years.
4.7 Correlation Analysis

The study used Pearson correlation coefficient to examine presence or absence of correlation
between credit facilities, technology, and business as strategic challenges facing the growth of
SMEs in Kitengela Township, Kajiado County. Table 4.9 shows the correlation analysis.
Table 4.9 Correlation Analysis

Technology Credit Registration
facilities & licensing
Growth 1.000 .457 .207 .333
Technology .457 1.000 .070 .173
Pearson
Credit facilities .207 .070 1.000 .145
Correlation
Registration &
.333 .173 .145 1.000
licensing
Growth . .000 .020 .000
Technology .000 . .244 .043
Sig. (1-tailed) Credit facilities .020 .244 . .075
Registration &
.000 .043 .075 .
licensing
Growth 100 100 100 100
Technology 100 100 100 100
N Credit facilities 100 100 100 100
Registration &
100 100 100 100
licensing
Source: Researcher (2018)
From the findings (Table 4.9), it was noted that there was a non-significant weak positive
correlation between technology and credit facilities (r = 0. 070, p = .244). Also, there was a
38
significant positive relationship between technology and business registration and licensing (r =
0. 173, p = .043). Technology and business growth had the most significant positive relationship
(r = 0. 457, p = .000). This implied that an increase in technology led to an increase in business
growth.
4.8 Regression Analysis

Regression model was used during the study to predict the magnitude to which credit facilities,
technology, business registration and licensing strategic challenges affected the growth of SME
businesses in Kitengela Township, Kenya. Table 4.10 presents the results of the regression
model coefficients.
Table 4.10 Regression Model Coefficients

Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Error Beta
(Constant) .617 .141 4.365 .000
Technology .457 .090 .425 5.084 .000
Credit
.220 .065 .280 3.367 .001
facilities
Registration
.247 .069 .300 3.563 .001
& licensing
Source: Researcher (2018)
a. Dependent Variable: growth of business
By substituting the Unstandardized Beta Coefficients in the regression model (Y = β + β 1 X1 +
β2 X2 + β3 X3 + Ɛi,), the regression equation is derived as:
Y = .617 + .457 X1 + .220 X2 + .247 X3 + Ɛi,
39
From the Standardized Beta Coefficients (Table 4.10), the best predictor for business growth was
technology with a Beta Coefficient of .425. From the regression equation, it was noted that one
unit increase in technology led to 0.457 units increase in business growth, one unit increase in
credit facilities led to 0.220 units increase in business growth, and one unit increase in business
registration and licensing led to 0.247 units increase in business growth.
The regression analysis also produced the regression model summary (Table 4.11).
Table 4.11 Model Summaryb

Model R R Adjusted R Std. Error of
Square Square the Estimate
a
1 .723 .523 .531 .115
a. Predictors: (Constant), registration, credit facilities,

technology
b. Dependent Variable: growth of business
The findings from the regression model summary (Table 4.11) revealed an R Square of 0.523
(52.3%). This implies that 52.3% of the variation in the dependent variable (business growth)
can be explained by the independent variables (credit facilities, technology, and business
registration and licensing). The remaining 47.7% of the variation in business growth is absorbed
by the error term or by the variables not introduced in the model. Therefore it shows that the
model is a good fit for prediction.
40
CHAPTER FIVE
SUMMARY OF FINDINGS, CONCLUSIONS AND RECOMMENDATIONS
5.1 Summary of Findings
Respondents were in agreement that the requirement for collateral by lenders, to some extent,
hindered their business growth. Respondents also agreed that the cost loans in term of
application fees made it difficult for them to borrow. However, the respondents were neutral to
the fact that business experience and regular cash flows were prerequisites for the SME loans.
The respondents agreed to the fact that they always applied new technologies in their activities
and they trained their staff on technology related issues. Despite the adoption of those
technologies, the study found out that their firms had not produced many new products in the
past three years. The study further found out that not all SMEs‟ business activities were
computerized.
The respondents agreed that inefficiencies at the business registration and licensing agencies
derailed the process and therefore slowed down the growth of business. They further agreed to
the fact that the cost of some licenses was very high and that was also a hindrance to business
growth. Respondents were neutral to the fact that multiple licenses were required and applying
for them was cumbersome. The study found out that the registration process was neither long nor
tedious, and it moderately affected SMEs‟ business growth.
41
5.2 Conclusions
The study found out that the growth of business was hindered by lack of access to credit
facilities. This access was made difficult because lenders required collaterals and the loan
application charges were very high for the SME sector.
Despite the adoption of new technologies by the SMEs, little was done in regard to the
production of new goods and services for the past three years. The study found out that not all
business activities were computerized and this therefore was a hindrance to efficiency and
growth of business.
The study revealed that inefficiencies at the business registration and licensing agencies derailed
the process and hindered business growth. The study further found out that cost of some licenses
was very high and that affected business growth.
5.3 Recommendations
In order to spur the growth of SMEs, lenders should be flexible on collateral requirements
because some SMEs may not be having conventional securities but they have business assets and
household goods. The loan application fees should be made affordable, regulated, and monitored
to enable SMEs to borrow.
SMEs should computerize all their business activities and put in place appropriate systems to
make the operation of their businesses efficient. Besides, SMEs should aspire to produce new
goods and services in order to remain relevant and competitive.
42
5.4 Limitations of the Study
Limitations were encountered during data collection. The exercise of collecting data was done by
two research assistant, and the cost was very high. Some respondents reluctantly completed the
questionnaires and didn‟t give complete information.
5.5 Suggestions for Further Study
A similar study should be carried out in other Counties in Kenya but the unit of analysis should
be the micro enterprises.
43
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48
APPENDICES
APPENXI I: QUESTIONNAIRE
The researcher is a post graduate student at Maseno University. The purpose of this
questionnaire is to collect data for the study entitled „strategic challenges facing the growth and
expansion of SME in Kitengela Township in Kajiado County.‟
Information collected will be treated with utmost confidentiality and used for purpose of study
only.
Kindly give information in space provided and indicate with a tick where appropriate.
SECTION 1: GENERAL INFORMATION
Please tick appropriately where possible
1. Age
r Up to 20 years R 21 -30 r 31-40 r 41-50 r above 50

e 2. Gender e e e
r e r r r
Male r Female
er r e e e
e e
3. Level of academic
e qualification
r r
re Primary r Secondary r College r University
e
e e select your sector
4. Kindly e e
classification. Please tick the appropriate box
r r r r
Sector Classification Please Tick
e e e e
Agriculture (livestock keeping, crop production etc.)
Manufacturing
Wholesale & Retail Trade
Repair of motor vehicles and motorcycles
Transportation and storage
Accommodation and food services activities
Information and communication
Financial and insurance activities
Education
Professional, scientific and technical activities
Human health and social work activities
49
Arts, entertainment and recreation
Others (please specify)-------------------------------------------
5. How long have you been running your business?

r below 1 year r 1year to 3 years r 3yrs to 5 years r 5years to 7years r above 7
years
e e e e e
6. Whatr was your main r source of capital? r r r
r Savingse r family r microfinance
e institutions
e r Banks r eothers e
e 7. How manye employees
e do you have? e e
r r 10-15
r r 16-20
r r 21-25 r 26-30 r Above
r 30 r
e e e e e e e e e e
8. How
r do your rate yourr business
r growth rand performance in the last one year
e e e e e
r Bad r Moderate r Good r Very good
e e e e
9. What
r challenges
r do your get whenr borrowing funds for your business?
e e e e
10. Have you adopted any technology in your business
r Yes r No
e e
r If ryes kindly explain
e e
If No why
11. Is your business registered and Licensed in the county?
r Yes r No
e e
r r 50
e e
If yes, did you encounter any challenges during the process? Kindly explain if any
If No, Why?
12. Do you think the process of obtain business licenses and permits hinder your business
processes?
SECTION 2: CREDIT FACILITIES

Please indicate your nature of agreement or otherwise with the following statements relating to
lack of credit and the growth of SMEs. Use the scale: 1=strongly Disagree, 2=Disagree,
3=Neutral, 4=Agree, 5=strongly agree
NO STATEMENTS ON LACK OF CREDIT 1 2 3 4 5

1 Most lenders requires collateral in order to give loans and this
disqualifies the SMEs who lack it
2 Long experience (at least 6 months) in business is a requirement
for loan and this becomes an hindrance for new SMEs to get
credit
3 The loan amount offered by the financial institutions is very small
and cannot help me grow my business the way I want.
4 The cost of loans, in terms of interest rates and application
51
charges, is too high.
5 Some of the conditions (e.g. regular cash flows and record
keeping) imposed by the financial for loan access are unfavorable.
SECTION 3: TECHNOLOGY
technology and the growth of SMEs. Use the scale: 1=strongly Disagree, 2=Disagree,
3=Neutral, 4=Agree, 5=strongly agree
NO STATEMENTS ON TECHNOLOGY 1 2 3 4 5
1 For the last three years our firm has produced many new products
and services.
2 In general our firm is very often the first to introduce new
products and services.
3 We always try to apply new production methods and technologies
in the performance of our activities.
4 Majority of our business activities are computerized
5 Our firm regularly train the staffs on technology related issues to
enhance their literacy levels
6 Management actively seeks new ways of doing things
SECTION 4: REGISTRATION AND LICENSING

business registration and licensing and the growth of SMEs. Use the scale: 1=strongly Disagree,
2=Disagree, 3=Neutral, 4=Agree, 5=strongly agree
NO STATEMENTS ON REGISTRATION & LICENSING 1 2 3 4 5
1 Many licenses are required for a single business and applying for
them at different government agencies is a bit cumbersome.
2 The cost of some licenses is very high and this hinders the growth
of our businesses
3 Many requirements for the registration of businesses discourages
52
us from opening new ventures
4 The business registration process is very long and tedious
5 Inefficiencies at the registration and licensing agencies hinders or
derail the processes of registration
SECTION 5: GROWTH OF BUSINESS

the growth of your business. Use the scale: 1=strongly Disagree, 2=Disagree, 3=Neutral,
4=Agree, 5=strongly agree
NO STATEMENTS ON GROWTH OF BUSINESS 1 2 3 4 5

1 Our annual sales has been gradually increasing over the years
2 We have been making remarkable improvements on profitability
3 We have been opening branches in the recent years and we are
intending to open more in the near future
4 Our investment has been increasing for the past five years
5 The number of our staff has been growing over the years
Thank you for your support
53

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STRATEGIC CHALLENGES FACING THE GROWTH OF SMALL AND MEDIUM

ENTERPRISES IN KITENGELA TOWNSHIP, KENYA.

MIRIAM WAIRIMU NDERI

A RESEARCH PROJECT REPORT SUBMITTED IN PARTIAL FULFILMENT OF

DEPARTMENT OF BUSINESS AND ADMINISTRATION

SCHOOL OF BUSINESS AND ECONOMICS

examination in any other university or college.

Signature: ……………………………………………… Date: ………………………………

MIRIAM WAIRIMU NDERI

Signature: …………………………………………………. Date: …………………………….

Dr. Simeo Okelo

Department of Business Administration

the passionate manner in which they support our learning.

also to my fellow students for their cooperative spirit and encouragement.

Table 3.1 Correlation…………………………………………………….……….……………...22

Figure 4.1: Gender of Respondents ...............................................................................................25

Figure 4.2: Experience in Business ................................................................................................27

Figure 4.3: Sources of Capital .......................................................................................................28

Figure 4.4: Number of Employees .................................................................................................29

Figure 4.5: Adoption of Technology .............................................................................................31

Figure 4.6: Business Registration & Licensing .............................................................................32

GDP Gross Domestic Product

employees ranges between 10-99.

Strategy: A method applied towards achieving a certain goal in future

1.1 Background to the Study

separate and distinct group of organizations compared to large businesses.

employee between 10-99 employees (KNBS, 2016).

& Small Enterprises Authority to boost.

firms and plans to develop SME parks.

1.2 Statement of the Problem

account of rising food and electricity prices.

of all businesses in the country, absorbs annually up to 50 percent of new non-formal

substantially to the economic and industrial development in most countries, it is crucial to

terms of retained earnings.

expansion of small and medium enterprises in Kitengela Township.

1.3.1 Specific Objective

i) To assess how credit affects growth of SME‟s in Kitengela Township

1.4 Research Questions

1.5 Justification of the Study

1.7 Conceptual Framework

annual profits, and the number of branches opened.

Strategic Challenges Growth of SMEs

-Number of loans -Annual profits

through innovation. According to Marry (2004), the growth of an enterprise is reflected in

their sales growth in the long run.

2.2 Theoretical Review

2.2.1 Resource Based Theory

specific resources include finance and ability to attract finance.

competitiveness of a company depends on its endowment of resources that differentiate it from

reputation, and or organizational resources (e.g., control management system, organizational

climate, internal relationships) ( Grant, 1991; Azzone et al., 1996).

1993; Collis and Montgomery, 1995)

and its growth.

company‟s sustainable competitive advantage).

2.2.2 Pecking Order Theory

freedom, independence, and control while the pecking.

companies (Oakey, 1984).

innovation, commercialization and entrepreneurship on the other. The separation of invention

which independent inventors typically fed discoveries as potential inputs to entrepreneurial