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Innovation Strategies and Competitive Advantage of Microfinance Institutions in Kenya

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  • David Jeffa Tungu
  • Dr. Robert Mang’ana

Abstract

Purpose: This research investigates the impact of innovation strategies on competitive advantage within Microfinance Institutions (MFIs) in Kenya. The study examined four primary innovation strategies: product, process, market, and technology innovations, along with their effects on financial performance, market positioning, and operational efficiency. Methodology: The study utilized a descriptive research design and focused on 45 microfinance institutions, including microfinance banks, credit-only MFIs, and wholesale funders. Data was gathered from 45 participants via questionnaires. Findings: The findings indicated that innovation strategies substantially affect competitive advantage, which makes up 65.4% of its variance. 60 percent of respondents regarded innovation strategies as generating a significant impact on competitive advantage. Market innovation was identified as the predominant determinant (β=0.295, mean=4.20), with tailored financial solutions for underserved segments demonstrating the most significant effect on market penetration. Technological innovation was ranked second (β=0.268, mean=4.16), with mobile banking systems achieving the best score for improving customer experience. Process innovation (β=0.253, mean=4.15) shown a substantial effect via digital loan applications and automated approvals. Product innovation (β=0.229, mean=4.02) was the least impactful among the four strategies, albeit still significant, with customized financial products proving most beneficial for customer acquisition and retention. Unique Contribution to Theory, Practice and Policy: The study recommended that MFIs focus on market innovation by creating tailored solutions for disadvantaged demographics (women, youth, MSMEs) and extending their reach into rural areas via agent banking. Microfinance institutions should invest in technical advancements such as AI-driven credit risk assessment, block chain for improved transparency, and mobile banking systems. Process innovation must be enhanced by digital loan applications, automated credit approvals, and real-time loan monitoring to reduce turnaround times. Product innovation must priorities the development of tailored financial solutions and cohesive services to enhance client engagement. Moreover, regulatory entities like CBK and AMFI ought to foster an environment that promotes innovation by easing stringent restrictions and offering incentives for technological integration.

Suggested Citation

  • David Jeffa Tungu & Dr. Robert Mang’ana, 2025. "Innovation Strategies and Competitive Advantage of Microfinance Institutions in Kenya," Journal of Business and Strategic Management, CARI Journals Limited, vol. 10(7), pages 73-89.
    • Handle: RePEc:bhx:ojjbsm:v:10:y:2025:i:7:p:73-89:id:2775
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    References listed on IDEAS

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    1. Charlie Karlsson & Sam Tavassoli, 2016. "Innovation strategies of firms: What strategies and why?," The Journal of Technology Transfer, Springer, vol. 41(6), pages 1483-1506, December.
    2. Asa Romeo Asa & Dennis Tsanga & Christeline Januarie & Mekelaye Kamati, 2021. "Technological Innovation as a Strategy for Competitive Advantage within the Namibian Banking Industry," International Journal of Management Science and Business Administration, Inovatus Services Ltd., vol. 8(1), pages 68-72, November.
    3. Md Aslam Mia, 2023. "Technological Change and Innovations in Microfinance Institutions: What Matters?," Global Business Review, International Management Institute, vol. 24(6), pages 1454-1467, December.
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