The Effect of Value Chain Management on the Marketing Performance of Fast-Food Companies in the South West Region, Cameroon

Abstract

The quest for customer satisfaction in an increasingly competitive market space has raised concerns that have prioritised the value-creation activities of companies. This study analyses the contribution of value chain management to the marketing performance of fast-food companies in the South West Region of Cameroon. It collects primary data from employees involved in the value creation activities of the companies through a cross-sectional survey. Purposive sampling was used to constitute a pool of 150 respondents to whom a structured questionnaire was administered. The data was analysed using robust regression analysis. The findings indicate that, while all the factors of the five-force model positively contribute to the marketing performance of the companies, outbound logistics and marketing and sales activities contribute more than inbound logistics, operations and services. Fast-food companies should therefore focus more on outbound logistics, marketing and sales activities to increase their market share, meet customers’ expectations and consequently influence them to make favourable repurchase decisions.

Keywords: Value Chain Management Activities, Five Force Model, Marketing Performance, Customer Satisfaction, Fast-Food Companies, South West Region, Cameroon

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