INTERNAL GROWTH STRATEGIES AND PERFORMANCE OF KENYA PRISONS ENTERPRISE NICKSON BWIRE OJIAMBO D53/MSA/PT/27276/2018 A RESEARCH PROJECT SUBMITTED TO THE SCHOOL OF BUSINESS IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE AWARD OF DEGREE OF MASTER OF BUSINESS ADMINISTRATION IN STRATEGIC MANAGEMENT AT KENYATTA UNIVERSITY

........................................................................................................................... xii CHAPTER ONE:INTRODUCTION ..................................................................................... 1 1.1 Background of the Study ................................................................................................. 1 1.1.1 Organisational Performance ...................................................................................... 1 1.1.2 Internal Growth Strategies ........................................................................................ 2 1.1.3 Kenya Prisons Enterprise .......................................................................................... 5 1.2 Statement of the Problem ................................................................................................. 7 1.3 Objectives of the Study .................................................................................................... 8 1.3.1 General Objective ..................................................................................................... 8 1.3.2 Specific Objectives ................................................................................................... 8 1.4 Research Questions .......................................................................................................... 8 1.5 Significance of the Study ................................................................................................. 8 1.6 Scope of the Study ........................................................................................................... 9 1.7 Limitation of the Study .................................................................................................... 9 CHAPTER TWO:LITERATURE REVIEW ...................................................................... 11 2.


Diversification:
Branching into new products and markets by prison enterprises.
Internal Growth Strategies: Roadmaps that provide more organizational control, encourages internal entrepreneurship and projects organizational culture for different reasons.

Market Development:
is the process of increasing revenue by selling an established product in a previously unprofitable market.

Market Penetration:
The effective sale of a product or service in a particular market.
Organization Performance: Refers to a company's ability to react quickly to consumer demands, reduce production time, reduce lead time, and come up with new products, procedures, and product improvements on a regular basis in order to meet a series of predetermined goals.

Product Development:
Development of latest products into the existing market hence focusing on development, launching and value addition. xii

ABSTRACT
Recently, much attention has been paid to internal development plans and organizational success. The focus is on business development, product development, market entry and diversification strategies as a lineage for the organization's internal growth, in response to growing interest in both the local (Kenyan market) and global market. Previous studies have confirmed simple direct links that are not integrated with other contextual features of the market, as supported by several theoretical arguments in favor of such links. If implemented properly, these strategies can contribute to a company's sustainable competitive advantage. This study attempted to examine the impact of internal growth strategy on the performance of the Kenyan Prison Company at the Shimo la tewa prison. A particular focus was to determine the impact of market development, product development, market entry, and diversification on performance. The research variables in this study were based on resource-based view theory, Ansoff's model, and contingency theory. A cross-sectional descriptive analysis design guided the investigation. Prison officers at the management and artisan levels were randomly recruited using stratified sampling as the target population. Primary data was collected using structured questionnaires. The characteristics of the study variables were defined using descriptive statistics such as frequency, percentage, mean, and standard deviation. The relationship between the independent and dependent variables was established using inferential statistics such as correlation and multiple regression analysis. Data was described in the form of graphs and tables. The results of the regression analysis were used to demonstrate the link between the independent and dependent variables. Market development strategies (=0.349, p=0.000), market penetration strategies (=0.183, p=0.009), diversification strategies (=0.157, p=0.010), and product development strategies (=0.325, p=0.000) have all been found to have a positive and significant relationship with the performance of Kenya Prisons Enterprises-Shimo la Tewa Prisons industries. From the findings, the study concludes that market development strategies, product development strategies, market penetration strategies and diversification strategies have a positive and significant influence on the performance of Kenya Prisons Enterprises-Shimo la Tewa Prisons industries. The study recommended that firms should emphasize on internal growth tactics such as product and market advancements in bid to ensure that their internal capabilities drive their competitiveness through the roof. In extension, methods involving diversification has been acknowledged by other scholars to induce an element of spreading risks. Therefore, firms could leverage the idea and mitigate short-and long-term risks via product and market diversification. Domestic Product grew at a rate of 8.6%, the highest in the region. This growth was advanced by increased activities in the manufacturing and services sectors.
In 2018 the real value added of the manufacturing sector in Kenya increased by 4.2% compared to a revised growth of 0.5% in 2017. Production volume increased by 5.1% in 2018 after a decline of 0.8% in 2017 (KNBS, 2019). Real GDP is projected to grow 6.3% in 2018, up from 4.9% in 2017, also due to a sharp increase in manufacturing, sustainable growth and activity in the service sector (KNBS) (2019).

Organisational Performance
Organizational effectiveness is seen as the most important criterion for evaluating the actions and environment of the organization (Habermann & Schulte, 2017). The ability of the organization to execute its objective through skillfull managemerial practices, effective administrative structures, continuous passion to achieve intended results (Abdi & Kinyua, 2018). According to the arguments of Pobegaylov, Myasishchev, and Gaybarian (2016), the ability to update and maintain high-level organizational efficiency, effectiveness, and efficiency is a critical concern that today's leaders must face. Hatane (2015) also claims that the idea of success is linked to the growth of company capital in an ever-changing market climate and global economy. Kaplan and Norton (2007) update their theoretical prescriptions for assessing performance in four dimensions to provide a more balanced integration of financial and non-financial indicators of organizational achievements. Organizational effectiveness can also be described using financial and non-financial results, with key performance indicators listed on the balance sheet, including financial indicators, customer service index and satisfaction, organizational training and growth, and internal business processes. They also argue that the measures non-successful if nor when used alone, they may not influence current and future results (Kaplan & Norton, 2007). Profits, ROI and ROE for business performance, among others (Akhavan & Mehdi, 2015;Huang, Meschke & Guthrie, 2015).
Because finance is the fundamental resource, financial measurements exist at all levels of the organization, but nonfinancial indicators like as new products, product improvement, and the speed with which new processes adapt to market crises have been discounted by other academics. Non-financial metrics are more reliable than financial indexes, which have limited implications for future operations (Sifuna, 2014). Jayawarna and Dissanayake (2019), in consolidation with other scholars, argue that organizational effectiveness is divided into financial and non-financial indicators.
Profitability, return on capital, return on equity, liquidity, and earnings per share are all financial measures. There are also several non-financial performance indicators used to measure the performance of a company, such as employee productivity, customer loyalty levels, employee satisfaction and new product designs. Managers and analysts have always been interested in assessing and evaluating company results. Several experts have worked to improve the concept and measurement of company success in terms of market viability, development, and profitability in this regard.

Internal Growth Strategies
The relationship between organizational characteristics and the nature of its growth strategy has been studied by Dang, Houanti, and Bonnand (2016). A business can grow in two ways, either through mergers and acquisitions, or by increasing its own wealth by reinvesting its cash flow in an existing company. For a variety of purposes, internal growth gives the company more control, promotes internal entrepreneurship, and safeguards the organizational culture. Managers have a better view of the company's assets and reinvestment, and exploiting synergies can also be costly, which in turn makes it more attractive to invest in firms (Plaskova et al., 2019).
Internal growth strategies are more personal and show fewer hostile actions by competitors, resulting in better rewards in the capital market (Wanjiru & Gongera, 2015).
Internal growth strategy is usually defined as the level of organizational growth, excluding the increase in the size of acquisitions, mergers and acquisitions (Jayawarna & Dissanayake, 2019). Domestic expansion is accomplished by offering more goods to existing consumers (market penetration) as well as selling products to new customers (market development). Companies that rely on internal development accomplish the majority of their expansion by improving and expounding existing customer relationships. Most notably, capital markets support the internal development plan (Velasco-Gutiérrez et al., 2020). In this research, internal growth strategy is defined as market penetration, market development, product development and diversification.
The market penetration strategy is one way to take advantage of products that are on the market today (Murguiyia, 2018). The penetration strategy has a negative relationship with price and sales, while the advertising strategy has a positive relationship (Wainaina & Oloko, 2016). This company concentrates its efforts on expanding its market share by using its existing product line in its current market (Finic & Kraus, 2014). The effectiveness of an organization and its penetration strategy are inextricably linked (Jayawarna & Dissanayake, 2019). Since it makes use of much of the company's established resources and skills, this approach is the riskiest of the four growth strategies.
Organizations aim to expand their current product market by expanding their established product lines into new markets (Panchal, 2016).
A product development strategy is defined as the development and provision of a new product to an existing market and therefore focuses on the development, introduction and maintenance of additional product ranges (Tyagi, Choudhary, Cai & Yang, 2015).
Products are everything that can be offered in the market to be noticed, obtained, or consumed to fulfill wants or needs (Hsu, 2016). Quality, style, features, brand, and size are all factors to consider when purchasing a product (Adansale & Oyewale, 2013).
Furthermore, product refers to the appearance of product packaging, which may affect whether or not customers notice, see, and purchase items on the shelf. Research also clearly shows that product influence has a significant effect on organizational effectiveness (Wanjiru & Gongera, 2015).
Market development entails rising revenue by reselling existing goods in previously unprofitable markets. This approach enables the business to draw more customers to its existing product offerings. This strategy can be implemented by expanding into new regional markets, developing new product dimensions such as packaging, implementing new distribution platforms, or segmenting the market by providing different price points (Ren, Eisingerich & Tsai, 2015). Market development entails the assimilation of existing goods and the discovery of new markets, which is accomplished by introducing previously untapped market segments, new marketing and distribution platforms, and new regional markets (Ansoff, 1987). Organizational utilization and sales volume can be affected by market growth strategies by 8.6% and 5.6 percent, respectively (Mbithi, Muthui & Ranbo, 2014).
Diversification entails the development of new goods and markets. Horizontal integration, vertical integration, concentric diversification, and conglomerate diversification are the four forms of integration (Velasco-Gutiérrez et al., 2020). The diversification plan aims to grow the company's core business (Dhir, 2015). According to Oyedijo (2012), there is a statistically important co-existence between diversification and organizational effectiveness. Diversity is one type of strategy that is often used to expand the company's market or to increase sales and profits (Yücel & Önal, 2016).
Diversification is used when a company seeks to mutate its business definition by creating new goods or venturing into new markets on its own or in collaboration with other businesses (Su & Tsang, 2015). It is a competitive advantage catalyst and a method for businesses to distribute their risks across many companies in order to maximize profitability, minimize bankruptcy risks, build synergies, boost market competitiveness, and improve productivity (Oladele, 2012). Diversified organizations cannot effectively combine systematic risk to reduce operating cash flow profitability and achieve competitive advantage (Mayer, Stadler & Hautz, 2015). Organizations become diverse when they work for more than one company at the same time. Therefore, a diversity strategy can be defined as the level of participation in different companies and as a basic model of the relationship between the various business activities of an organization (Weiss, 2016). However, little research has been done on organizational outcomes related to internal growth.

Kenya Prisons Enterprise
Enterprises have long been seen to drive the economy and have been highlighted as a key driver in many developing and developed economies throughout the world (Munene, 2017). An enterprise is any business that engages in economic activity, regardless of its legal form (Grimmer, Miles & Grimmer, 2016). Inmate labor began in the late 18th century to modern prisons industrial programs with five historical periods which are development period, wide scale period, industry decline, industry stagnation and contemporary era. The first industries were in England and Holland in response to the development of the 16th century mechanism with an increased demand for consumer goods, labour shortages, high level of vagrancy and capitalist search for profit seeking enterprise (Miller & Griger, 1986). In addition, the creation of the new organization means that all inventions, reading and writing skills, artwork, designs, symbols, names and images are generated during the course of the program, regardless of whether they are in the funds and exams (Prison Industry Fund) and Exchequer and Audit belong to the company, unless expressly provided for in a contractual obligation (KPECO, 2018). Shimo la tewa industries was established in the early 1960s with its core functions being manufacture of furniture, metallic products, construction works, farm products and mat making.

Statement of the Problem
Kenya prison industries products performance in the market has been on a downward trend for several years prompting an internal audit commissioned by the national treasury the characteristics of the study variables, but cannot be used to test the connection between variables. In order to determine the link between the study variables, inferential statistics were used in this study. As a result, the key focus of this work is to bridge the aforementioned research gaps by looking into the impact of market penetration, market development, product development, and diversification strategies on the performance of Kenyan prison enterprises.

General Objective
The key focus of this study is to investigate the effect of internal growth strategies on performance of Kenya Prisons Enterprises-Shimo la Tewa Prisons industries.

Specific Objectives
While focus shall be to: i. Determine the effect of market development strategies on performance of Shimo la tewa prison industries ii. Establish the effect of market penetration strategies on the performance of Shimo la Tewa prison industries.
iii. Determine the effect of diversification strategies on performance of Shimo la Tewa prison industries.
iv. Establish the effect of product development strategies on performance of Shimo la Tewa prison industries.

Research Questions
i. What is the effect of market development strategies on the performance of Shimo la Tewa prison industries?
ii. To what extent do market penetration strategies affect the performance of Shimo la tewa prison industries iii. What is the influence of diversification strategies on the performance of Shimo la Tewa prison industries? iv.
What is the effect of product development strategies on the performance of Shimo la Tewa prison industries?

Significance of the Study
Since prisons enterprises play an important role in boosting individual countries' economies by providing a skilled, inexpensive, and readily accessible labor force as well as a large pool of tangible capital, the results of this study would support society. This research will determine the co-existence between the independent variables and organizational performance, which will aid in the development of concrete national policies that will benefit local stakeholders in the criminal justice system, including society, government, prison officers, and inmates. This study will transform managerial practices to the prison enterprise thus enhancing its performance to our country's economic stability. The study will help researchers to uncover critical areas in the management of prison enterprises that many scholars are not able to explore.

Limitation of the Study
Misplacement, data scarcity and incomplete entries pertaining to the management of the Prisons enterprise inside the Shimo la Tewa command was a problem. To mitigate the issue, the researcher collected first-hand data from the officers. Some of the respondents were hesitant to give the needed information due to concerns over disciplinary action.
The investigator promised them, however, that the material would be kept under key and lock, that it would be utilized for academic purposes, and that only the prisons department would have access to a copy of the study's final paper.

Organization of the Study
There are four chapters in this survey. The research backdrop, explanation of the problem, aims of the research, importance of the academic work, scope and constraints of the study are articulated in chapter one. Second chapter focuses on literature reviews, including theoretical, empirical, and conceptual frameworks. Chapter three details the survey methodology to be used in this survey. Chapter four provides findings and discussion while the conclusion and recommendation are disseminated at the fifth chapter.

Introduction
This chapter specifically discusses the theory relating to the variables, past studies relating to the research objectives and conceptual model.

Resource Based View
This emphasizes the importance of internal capital in the business and their use in developing strategies to sustain a long-term competitive appex in the industry (Schroeder et al., 2002). According to Pobegaylov et al. (2016), an organization is a collection of tangible and intangible resources that helps to create value for customers. Intangible resources are created in part due to complex social dimensions, making them difficult to reproduce and thereby gaining a competitive advantage.
Edith Penrose is credited with being the founder of organizational RBV (Penrose, 1959), which was later developed by other scientists (Wernerfelt, 1984;Barney, 1991). RBV examines why some businesses thrive and others struggle in the market from the inside out (Dicksen, 1996). Organizational skills and talents, according to this theory, aid in the development of new goods and markets (M Sungai, 2012).
RBV makes use of its capital and operational capabilities to create and maintain a competitive advantage that lasts (Madhani, 2010). The RBV focuses on the organization's characteristics and qualities rather than the industrial organization model's role. Organizational resources that are valuable, scarce, inimitable, and irreplaceable have been observed to allow organizations to create and retain competitive advantage, as well as achieve ostensibly excellent business outcomes (Wernefelt, 1984, Grant, 1991Collis & Montogenry, 1995).
Organizational capital vision considers qualities such as expertise, tradition, and previous organizational competencies to be critical for improving efficiency and achievement (Hamel & Prahalad, 1994;Campbell & Luch, 1997). According to Barney (1991), resources are useful when they assist an organization in developing or implementing a strategic or execution plan that improves its productivity and effectiveness. As a result, RBV provides a theoretical foundation for market growth, product creation, and diversification.

Igor Ansoff's Model
An organization's potency can be increased by pursuing product and market development by four separate methods, depending on whether the organization or product is already on the market. Current or emerging goods that tend to be existing or state of art markets are considered in two dimensions. Market penetration, market growth, product creation, and diversification are the four internal growth strategies.
These strategies have meant that they have different risks and different investment needs.
Entering the market results in more existing products being sold in the existing market, which carries the least risk (Shroder, 2015). This strategy aims to achieve a dominant position by attracting competitors, customers, non-consumers and current consumers with more customers (Gardetti, 2005). Firms can also opt to bring latest products to established consumers by creating products that are tightly re-designed to existing products, designing entirely new ones, or developing products to revitalize the use of existing products. This was described as a product development strategy by Igor (1957).
According to Igor (1957), diversification entails creating entirely new goods and selling them in previously untapped markets, while market growth entails selling existing products in new markets. As a result, Igor Ansoff's theory gives the independent and dependent variables a theoretical foundation.

Contingency Theory
An academia named Scott talked of a dominant, theoretical, rational open systems model at the structural level of analysis in organizations in the year 1992. Continuous evaluation of the current environment by managerial actors and reacting to those that are crucial, hence determining what to do in their organizations (Olum, 2004). The most successful management system design, according to Robin and Coulter (2002), is to reconcile the structure with unforeseen circumstances. The ability to prescribe is dependent on the particular context in which techniques, human resources, and internal and external communication can be analyzed selectively (Andrews et al., 2012).
As a result, implementation strategies must be tailored to specific contexts, such as various market environments and organizational differences, in order to establish a connection between strategies and their effects on effectiveness in specific circumstances (Donaldson, 2001). Wrong criticism of the UK's "Best Value Initiative". When local authorities have proposed a specific regulation for each organization, the implementation of strategic organizations is actually best suited to the environment in which each organization is located (McLaughlin et al., 2002).
According to Hambrick and Frederickson (2005) research has a significant effect on organizational accomplishment. The aim of the organization is to achieve extraordinary sustainable development. Since management is responsible for carrying out the organization's mission, a strategic approach to management is needed. To meet business opportunities and gain a competitive advantage, it is critical to match organizational skills and resources with one another (Garlich, 2011). Innovation, which is critical for a company's long-term viability, is also needed for growth and differentiation from internal and external competitors (Mazzarul, 2004).
Progress since Ries (2011) suggests that companies looking to expand their customer base need innovation to achieve strategic alignment and manage their growth ambitions.
Researchers have succeeded in identifying a match between environmental characteristics and organizational characteristics that result in high performance known as "fit". The more suitable, the higher the productivity. Contingency theory, referred to by other scholars as situation analysis, maintains organizations in open systems that rely on and serve the business environment (Morgan, 2007). The relevance of this theory to market penetration and diversification variables appears to influence strategic choice as organizations focus on long-term sustainability and superior results.

Product Development Strategies and Organizational Performance
Product development is defined as a focus on current customer needs and the broader customer market (Ansoff, 1987). Huang (2010) sees new product development as key in the organization and as a motive for competitive advantage in the product development process. Apart from promoting new products, organizations must meet customer demands and face the threats posed by competitors. Song and Montoga-weius (1998) consider product strategy as the basis for product development.
Szutu (2010)  Nwokah and Ofoeghu (2009) postulated the connection between product development and organizational achievements in the Nigerian brewing industry. Survey data were collected from thirty-two (32) senior and middle managers, while the data analysis was calculated using the copy order correlation coefficient. The data shows that aspects of product development such as product quality and product mix have a positive and meaningful association with aspects of organizational efficiency, profitability, sales volume and customer loyalty. In this study quantitative data cannot be analyzed at the statistical differential level.
Rombo, Muturi, and Mbithi (2014) investigated the impact of product production strategies on the sugar industry's productivity in Kenya. The research design is a crosssectional study with descriptive data to enable hypothesis testing that leads to objective conclusions (Cooper & Schindler, 2003). The survey was conducted on nine (9) sugar companies from all sugar belt areas with 120 respondents. Targeted samples and statistics were requested for data analysis. The study concludes that there are mixed results showing a low (increased capacity utilization) and high (income) relationship.
Regression testing, on the other hand, revealed a shaky connection between product creation and all aspects of effectiveness. The generalizability of the findings and conclusions cannot be supported due to contextual variations between the research under consideration and the current analysis.

Diversification Strategies and Organizational Performance
Oh et al. (2014) confirmed that diversification between regions and intraregional has a horizontal S-curve relationship with the outcome in research on impact of diversification on organizational outcomes using a data set of 68 European retailers from nineteen countries between 1997 and 2010. However, in Herfindah's subsequent study, it was highlighted that the S curve seems suitable for measuring diversification and effectiveness, because diversification has a negative impact on efficiency due to the inability of organizations to transfer knowledge and deal with institutional practices.
Oladimeji and Udosen (2019) looked back twenty years to see how diversification strategies affected the success of Nigerian stock exchange organizations (1997-2020).
The survey included thirty-one respondents who were added to the NSE list of organizations, with a sample size of six organizations chosen explicitly for their longevity and degree of diversification. Ratio analysis is used to establish and test three assumptions concerning ROI and ROE, organizational size, organizational value and development, and leverage and liquidity. The data is taken from the organization's financial statements whereas diversification is a strategic instrument to achieve organizational relevance and spontaneous representation. However, the sample size of six is too small to measure data and basic data are only collected from financial reports.

Market Penetration Strategies and Organizational Performance
Akintoye, Ajolabi and Akamoli (2015)  Descriptive research design was employed with the targeted population being seventyfive respondents across the organization branches in Nairobi. The primary data was collected via questionnaire and both content validity and reliable validity tests assessed by use of Cronbach alpha. Researcher use descriptive statistics like mean, standard deviation, and graphs, as well as statistical regression to evaluate data. According to the findings, joining the market had a major positive effect on results.

Market development Strategies and Organizational Performance
Samuel ( Muturi and Mbithi (2015) looked at how market development strategies affected the sugar industry's efficiency in Kenya. With a target audience of 120 respondents and a total sample of 9 workers, both middle and senior managers, the study was regulated using a cross-sectional study design. Carl Pearson used exceptional sampling methods, and descriptive statistics, differential statistics, and regression analysis were used in the data analysis. The result of this study is that the market development strategy has been operationalized in such a way that the market is expanded to new geographic areas and new market segments are opening up targeting old non-consumers. Capacity utilization increased by 8.6% and sales volume increased by 5.6 percent as a result of the new market segment. The market for sugar becomes competitive and saturated with little interest and therefore a market development strategy alone cannot make a significant contribution to the performance of a sugar company because other factors must be taken into account. Contextual differences between the research under study and the present study cannot support the generalizability of the results and conclusions.  (2015) Their was a contextual difference as the study focused on sugar industry while the current work is based on prison industries.

Conceptual Framework
The correlation of the independent and dependent variables completes the framework for certain expected outcomes, as shown in Figure 2.1.

Introduction
Modus operandi for conducting analysis is presented in this chapter. These includes the study design, data types and sources, the target population, and the sampling methods and size and techniques for data analysis.

Research Design
This describes the methods deployed to conduct research. It guides the researcher in collecting, analyzing, and interpreting the data collected for the study population (Orodho, 2003). Descriptive cross-sectional survey allows the researcher to obtain information and give a description of current phenomenon describing what exists with reference to the situation by answering the questions: How, When, Where but not Why.
This enables one to obtain an accurate profile of person, event or place (Cooper & Schindler, 2008). Cross-sectional survey enable researcher to collect data from different correctional institutions sections over short period of time while offering greater control over measurements to maximizes completeness of data and usually requires no follow ups (Mugenda & Mugenda, 2003).

Target Population
This includes industrial workers who were placed in the facilities of the Shimo la Tewa Prison maximum security and consist of managerial, intermediate and technical staff.
Thus, the target audience for the survey were 248 respondents. The total study population consisted of 248 employees who held management positions and were unequally distributed across the three levels of the organization. These workers were chosen for this study because they are actively active in activities relevant to the four facets of the internal development plan that are at the core of the statistical survey.
The results of Table 3.1 show that senior management in the industrial sector is the smallest part of the population, namely 20.96%. Apparently, craftsmen who do most of the technical work provide the largest contribution to the population by 41.12%.

Sampling Design and Techniques
As sampling provides a number of methods that can be used to reduce the amount of data required for collection, taking into account only the subset of data and not all possible items. A stratified random sampling procedure is used for sample selection. The technique is employed to the population strata hence a random sample of each subgroup is chosen. Subgroups are a set of natural elements that can be categorized by the size of the entity, gender, or occupation. When a population is very diverse, stratified sampling is often used. This is meant to ensure that each layer is properly represented. Cooper and Schindler (2006) found that a sample of 10% or more of a population, with good selection, can often provide good reliability. A sample of 50% of each group was selected from the population.

Data Collection Instrument
Primary data for analysis purposes was gathered. The primary records were obtained via questionnaire and numerous closed questions have been offered on a Likert scale with a scale of 1 (strongly disagree) to five (strongly agree). The questionnaire contained a section for general and specific information, and a section for general information providing insight into the bio of the respondents. The specific information section looked for answers to the study's research questions. The specific section was broken down into five sections according to the research variables.

Test of Validity
Calculation on how well instrument data is correct and meaningfully, reflects theoretical principles, specifically how the data represents variables (Mugenda & Mugenda, 2003).
To determine the validity of research tools, researchers consulted with experts in the field, especially the head of the Faculty of Business Administration's study section. This made it simple to revise and improve the research instrument, boosting its effectiveness.

Test of Reliability
The instrument's reliability was assessed using the Cronbach alpha coefficient (Cronbach, 1951). It establishes whether or not research tools are internally consistent and homogeneous. A 0.7 Cronbach alpha coefficient was used as a limit. The respondents that have been piloted have been no longer protected inside the main study.
The reliability consequences have been drawn from 12 respondents (10% of 124 members). Reliability evaluation turned into done to assess survey assemble the use of Cronbach's alpha. Sekaran and Bougie (2016) said that coefficient extra than or same to zero.7 is acceptable for fundamental studies. Bagozzi and Yi (2012) provide an explanation for that reliability can be seen from two facets: reliability (the quantity of accuracy) and unreliability (the extent of inaccuracy). Table 3.3 indicates the reliability output for the pilot study. The reliability results in Table 3.3 proved that the variable statements were highly reliable with Cronbach's Alpha for the results being 0.782, 0.790, 0.853, 0.868 and 0.708, for market development strategies, product development strategies, market penetration strategies, diversification strategies and performance of Kenya Prisons Enterprises-Shimo la Tewa Prisons industries respectively.

Data Collection Procedure
It is possible to ensure that all questionnaires sent to respondents are approved by keeping a list of the questionnaires delivered and obtained. Researcher made physical contact with managers and technical staff in the prison industry and administer the questionnaires both on-site and in their offices. Researcher used three prison officers as assistants to assist during data acquisition.

Data Analysis and Presentation
Acquired data was specifically used to identify problems in responses, provided for completeness and consistency. Statistical parameters were used whereby correlation analysis and linear regression were also used for statistical intervention purposes.

Ethical Considerations
Informed consent was given to the targeted participants during the investigation while courtesy and secrecy was observed at the same juncture. Sensitive questions were also avoided by the researcher.

Introduction
The particular chapter presents results of the data prepared during analysis. Outcomes are processed within line with the particular study objectives through which the research problem was looked into and interpretations associated with results was transported out.
Both descriptive and inferential data were utilized to studies the data. The particular chapter is structured as follows: response rate, background information, descriptive and inferential analysis and the summary of the findings.

Response Rate
Organization sectoral data is displayed in Figure 4.1. 124 structured questionaires were issued out to participants and out of which 101 were returned back duly filled,this being a representation of 81.56% response rate Based on Mugenda and Mugenda (2003), response rate associated with 50% is sufficient for statistical evaluation and making associated with inferences.

Response rate
Non-response rate

Background Information
Information is processed by analyzing the demographic data of the respondents. The demographic variables included gender, length of tenure and position of service. The results are shown in Table 4.1. of them serve as artisans while 26.7% of them serve as non-commission officers.

Descriptive analysis
Statistical parameters such as standard deviation, mean and frequencies are always displayed and summarized as research findings.

Market Development Strategies
The results analysed in the tabular below are feedback from respondents during market development strategies survey. According to Muturi and Mbithi (2015) market development strategy implies that the market is expanded to new geographic areas and new market segments are opening up targeting old non-consumers. However, due to increased competition and saturation in the market, therefore a market development strategy alone cannot make a significant contribution to the achievements.

Market Penetration Strategies
The use of Likert to rate the agreeable scope of market penetration strategies is displayed on the table below: Only 61% of the respondents indicated that their organization providers low prices of commodities (mean=3.93≈4, SD=0.85). Likewise, 72% of the respondents indicated that they engage in vibrant promotional activities (mean=4.28≈4, SD=1.00). we can also postulate that 89% of the respondents were in agreement of their organization having necessary resource capabilities (mean=4.16≈4, SD=0.60).
This outcome indicated that 61% of the respondents agreed that they conduct business environment scanning (mean=3.50≈4, SD=1.49). furthermore, 89% of the respondents indicated that they engage in targeted promotional activities (mean=4.25≈4, SD=0.82).
The results indicate that 74% of the respondents agreed that their product prices are highly competitive (mean=3.69≈4, SD=1.29). therefore, the average mean of the responses was 3.97 reflected on five points scale presenting a deviation of 1.01. This means that the majority of the respondents agreed that the aspects of market penetration strategies play an important role in organizational performance. The findings agree with Akintoye, Ajolabi and Akamoli (2015) that market penetration strategy enhances performance by increasing the market share with the lowest risk factor. According to Elisheba and Luvasi (2019), joining the market has a major positive effect on results.

Diversification Strategies
The use of likert scale to rate the agreeable margin of diversification strategies resulted into the data displayed on the table below: A total of 62% of respondents agree that they dare to use other products (mean = 3.71≈4, SD = 1.14). The results also show that 79% of respondents agree to encourage pooling of organizational resources (mean = 4.08≈4, SD = 0.91). The results also show that 74% of respondents agree to offer different products to their customers (mean = 3.98≈4, SD =

1.22).
The results showed that 84% of respondents agreed that they wanted to stay in their main job (mean value 4.30≈4, SD = 1.03). The results show that 67% of respondents agree to offer new and unrelated products and services to their customers (mean = 3.74≈4, SD = 1.10). The results showed that 68% of respondents agreed to add new products to complement the existing products (mean = 3.65≈4, SD = 1.47).
In conclusion, the average answer when viewed on a five-point scale is 3.96, which translates to a standard deviation of 0.87. This means that the majority of respondents agree that aspects of the diversification strategy play an important role in business performance. This result is in accordance with Oladimeji and Udosen (2019) who found that diversification leads to growth and profitability and a stable capital structure to cover liabilities, while diversification is a strategic tool to achieve organizational interests and spontaneous representation. Mwangi (2016) also reported that product diversification, market diversification and domestic growth have a significant positive relationship with firm's success.

Product Development Strategies
The respondents were asked to use the Likert scale to rate the extent to which they agree with the The respondents were asked to use the Likert scale to rate the extent to which they agree with the following statements on product development strategies. The results are presented in Table 4.5: The results showed that 56% of respondents agreed with continuous quality improvement in their organization (mean = 3.83≈4, SD = 0.84). The results showed that 46% of respondents agreed to invest in research and development of products and services (mean = 3.90≈4, SD = 1.16). The results show that 61% of respondents agree that their operational processes and systems have been improved (mean = 3.72≈4, SD = 0.67).
In conclusion, the average mean of the responses was 3. 83 when viewed on a scale of five points presenting a standard deviation of 0. 87. This implies that the majority of the respondents agreed that the aspects of product development strategies play an essential role in organizational performance. These findings corroborate those of Szutu (2010) who suggested that there is a positive relationship between product development and product effectiveness. Mei et al. (2014) concluded that all components of product development, including technical innovation, functional innovation, and market innovation, improve organizational performance. According to Nwokah and Ofoeghu (2009) the aspects of product development such as product quality and product mix have a positive association with aspects of organizational efficiency, profitability, sales volume and customer loyalty.

Organizational Performance
The respondents were asked to use the Likert scale to rate the extent to which they agree with the following statements on organizational performance. The results are presented in Table 4.6: The averages score of the responses turned into 4.06 whilst viewed on a scale of five factors imparting a popular deviation of 0.84. This means that the majority of the respondents indicated that the organizational performance of Shimo la tewa prison industries had been fairly proper. The findings agree with Pobegaylov, Myasishchev, and Gaybarian (2016) who state that the ability to update and maintain high-level organizational efficiency, effectiveness, and efficiency is a critical concern that today's leaders must face. Hatane (2015) also claims that the idea of success is linked to the growth of company capital in an ever-changing market climate and global economy

Inferential Statistics
Correlation and regression analysis outcomes are presented in this section.

Correlation Analysis
The Pearson correlation coefficient was used to determine the association between the variables and the findings are shown in Table 4.7.  (2015) market development strategy implies that the market is expanded to new geographic areas and new market segments are opening up targeting old non-consumers. However, due to increased competition and saturation in the market, therefore a market development strategy alone cannot make a significant contribution to the performance.
The results further show that product development strategies and the performance of Oladimeji and Udosen (2019) who noted that diversification leads to growth and profitability and a robust capital structure to cover liabilities, whereas diversification is a strategic instrument to achieve organizational relevance and spontaneous representation.
Mwangi (2016) also reported that product diversification, market diversification and domestic growth have a significant positive relationship with firm's success.

Multiple Linear Regression Analysis
Multiple regression analysis was conducted to determine the effect of internal growth strategies on performance of Kenya Prisons Enterprises-Shimo la Tewa Prisons industries. The findings are shown in Tables 4.8, 4.9 and 4.10.

Introduction
Output of both descriptive and inferential statistical analyses regulated the research hypothesis hence aligning of the resultant summary upon its objectives. Therefore, the recommendations of my work arises from the findings of the research, and this defines the fifth chapter.

Summary of Major Findings
major findings enumerate what was discovered or proved in each variable that was given as collaborated in the statistical analysis. The first question was the effect of market development strategies on the accomplishments of Shimo la Tewa prison industries with the outcome being that there is a positive association between KPE achievements and market development strategies. Likewise, the regression findings revealed that market

Conclusion
Most important to note is that; the research has an incremental, significant influence on the achievement of KPE-Shimo la Tewa Prisons industries. Regarding on the connectivity between market development strategies and performance, the study concluded that it hinges on effective communication skills, the quality of our products and services, an in-depth market engagement as key to increased market development, improving our products size, effective leadership and a focus on packaging modification of products and services. Likewise, market penetration strategies have been concluded to be grounded favourable prices of commodities, vibrant promotional activities, the necessary resource capabilities, proper business environment scanning, engaging targeted promotional activities and ensuring product prices are highly competitive.
The study also concludes that venturing into different products, encouraging pooling of organization resources together, offering differentiated products to our customers, sticking to the firms' core business, providing new and unrelated products and services to customers and addition of new products to complement the existing products are prolific elements that encourage the culture of diversification. Furthermore, product development strategies have been found to flourish on the basis of product redesigning, improvement of production technology, regular employee training, continuous quality improvement, investment in research & development and improvement in our operational processes and systems.

Recommendations
Market development strategies have been found to have the highest contributory role in the model, while diversification strategies have presented the weakest positive contribution towards the performance of Kenya Prisons Enterprises-Shimo la Tewa Prisons industries. This call for concern that the firms need to invest and put more attention on their market development strategies for better performance of their firms.
Likewise, firms ought to put more effort in the concerns of their related and unrelated strategies for them to be able to upgrade their market aggresiveness and thus, the overall performance.
Firms should emphasize on internal growth tactics such as product and market advancements in bid to ensure that their internal capabilities drive their competitiveness through the roof. In extension, methods involving diversification has been acknowledged by other scholars to induce an element of spreading risks. Therefore, firms could leverage the idea and mitigate short-and long-term risks via product and market diversification.

Suggestions for Further Study
The findings indicate that the independent variables predict only 66.6% of the performance of Kenya Prisons Enterprises-Shimo la Tewa Prisons industries. Therefore, the remaining percentage 33.4% is explained by other predictors unavailable in the model. This calls for future studies in the related field to consider other relevant factors to be included in the model to extrapolate on the findings of the current study for comparison and contrast. This could be conducted in similar entreprises in the context of other prisons in Kenya other than the Shimo prisons. Likewise, future, studies could take a policy approach to the investigation and seek to find the role played by policy frameworks in the achievements of Kenya Prisons Enterprises.

2 3 4 5
We value effective communication skills as tools for market expansion.
We focus on improving the quality of our products and services.
We consider in-depth market engagement as key to increased market development.
We focus on improving our products size We value effective leadership as tools for market expansion.
We focus on packaging modification of products and services. Our organization has undergone product redesigning.
There has been great improvement of production technology in our organization.
Our employees go through refresher trainings regularly.
There has been continuous quality improvement in our organization.
We have invested in research & development of products and services.
There has been improvement in our operational processes and systems.
Section C: Market Penetration 1 2 3 4 5 Our organization providers low prices of commodities.
We engage in vibrant promotional activities.
Our organization has the necessary resource capabilities.
We conduct business environment scanning.
We engage in targeted promotional activities.
Our product prices are highly competitive Section D: Diversification 1 2 3

5
We have ventured into different products.
We encourage pooling of organization resources together.
We offer differentiated products to our customers.
We are keen on sticking to our core business.
Section E: Organizational Performance 1 2 3 4 5 There has been improvement in our organization's sales volume.
There has been improvement in our organization's profit margin.
There has been improvement in our organization's customer base.
There has been improvement in our organization's customer satisfaction level.
Our organization has experienced improved customer loyalty.
Our operational cash flow has increased overtime.