Ukwuru Business Vol 24(10): 1-38

UKWURU BUSINESS

Ukw Busi. 2024; 24(10): 1-38. Published Online 2024 August 25

UkwBusID: USBusi2 

MANAGEMENT STRATEGY AND PERFORMANCE OF STARTUPS: A QUALITATIVE CASE STUDY OF NIGERIAN QUICK-COMMERCE STARTUPS

Ukwuru, Edmund Ikpechi

Management Strategy and Performance of Startups A Qualitative Case Study of Nigerian Quick.

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ABSTRACT

Background

Quick-commerce is the new branch of e-commerce operations. Quick-commerce promises to complete orders in a timely manner; otherwise, it becomes a regular e-commerce business. Various organisations are tilting towards quick-commerce because it allows them serve their customers in a timely manner. This study was carried out to determine the management strategies used by quick-commerce businesses in Nigeria. 

Method

A total of 8 interviews were conducted; including participants who were managers in various quick-commerce businesses in Nigeria. Participants were recruited based on purposive sampling techniques. Thematic analysis was carried out to identify the main findings of the study.

Findings

Findings (i) the cost management strategies implemented by the quick-commerce start-ups included; Operational Cost Control, forecasting, product and service control, and compensation cost control; these strategies contributed to increase in revenue. (ii) the customer management strategies have an impact on the performance of Nigerian quick-commerce start-ups; the strategies included, online engagement, marketing, pricing, and customer focusing. These strategies led to expansion of customer base. (iii) the customer management strategy included, compensation, flexible working, diversity, good leadership and management, and training. These strategies positively operational outcomes. Finally (iv) technology had positive impacts on the business operations, but politico-economic factors had negative effects on the performance of the business. 

Conclusion

In conclusion, Nigerian quick-commerce startups are faced with several challenges that they must continually devise strategies that can enable them surmount the challenges. 

Recommendations

The study recommends that managers should implement the identified strategies to obtain better outcomes.

Keywords: Quick Commerce, E-commerce, Start-up, Operational Cost Control, Customer Management Strategy

1.0      Introduction and Background

A start-up is usually a small-sized business enterprise that is most likely to expand in the future (Reddy, 2023). It commonly presents with great expectations that are characterized by rapid and significant number of ambitious investments that are risky (Chen et al., 2019). Brahmi and Shefigue (2022) adds that a start-up is looking to breakthrough and is ready to engage in untested business investments. Start-ups are also notable for seeking to achieve the founder’s self-realisation (Brahmi and Shefigue, 2022). Start-ups are required to achieve high growth rate in both sales and market value in addition to above average profits in the near future (Samsukha, 2022). The timeframe within which a business is referred to as a startup; according to Kollman et al (2016) its usually below 10 years. A contrasting view by Calvino et al (2015) is that start-ups are less than 3 years old. Blank and Dorf (2020) add that a startup is required to build a business model that is both repeatable and scalable. Jain (2018) also pointed out there are high demand potential expected from startups. It is expected that startups aim to create, improve and expand innovative, scalable, and technology-facilitated product with high and rapid growth (Jain, 2018). In general, it is expected that a startup should have a defined and innovative product or service as well as a business model (McKenzie and Sansone, 2017; Souitaris et al., 2020; Shephard and Patzelt, 2020; Reuber et al., 2021; Bouncken and Kraus, 2022; Balz et al., 2023; Berman et al., 2023). Reddy (2023) believes that the aim of a start-up should be targeted at growing the number of employees as well as its revenue and turnover, and should consider expanding into other markets.

In present times, start-ups take advantage of the technological advancements that are widely available (Melegati and Wang, 2018; Guo et al., 2018; Cavallo et al., 2019; Danarahmanto et al., 2020; Wang and Zhou, 2020; Baloutsos, 2020; Jensen et al., 2020; Bocken and Snihur, 2020; Ghezzi et al., 2021). Akin to the fact that both technology and digitisation have grown tremendously in recent times; business operations within and around e-commerce have also evolved (Cernikovaite, 2021). The consequent advances have resulted in variations of e-commerce operations. Yablonskaya (2024) thinks that these can be considered from the perspective of the nature of transactions, the type of platform, and the business model that is in effect. It is within these advancements that quick commerce (q-commerce) emerged.

Q-commerce itself is an improvement of e-commerce operations because it promises fast delivery by relying on technology (Aizucivucu, 2022). Samsukha (2022) argued that q-commerce has continued to revolutionise e-commerce prospects because several entrepreneurs have taken to the operations of q-commerce. The various entrepreneurs that have delved into q-commerce have only begun startup operational businesses and they possess the potential to generate high volumes of revenue (Guenguen et al., 2015; Cosenz and Noto, 2018; Alon et al., 2018; Muramalla and Al-Hazza, 2019; Lee, 2020; Ekinci et al. 2020; Wang and Zhou, 2020; Kuratko et al., 2020; Pearce and Pearce II, 2020; Bouncken and Kraus, 2021; Bohnsack and Liesner, 2021; Feiz et al., 2021). This is because the e-commerce landscape of Nigeria is projected to have a cumulative annual growth rate of 17.55%, amounting to USD 400 million by 2024 (Statista Research Insights, 2024; Hurun Research Institute, 2021).

It is common knowledge that startups are highly likely to fail within the first few years of operations (Blank and Dorf, 2020). In Nigeria for example, where the effects of macroenvironmental factors have resulted in high levels of uncertainty; there remains a high propensity for q-commerce startups to shut down.  Adamolekun (2023) highlighted the case of Jumia Food Mart, a q-commerce branch of Jumia Nigeria that has slowed down its operations after two-years of opening. This was because of the apparent effect of external actors or macroenvironmental factors that have severe implications on the success of q-commerce operations. Similarly, internal factors that can be determined from SWOT, and RBV can show insights into the possibility of success (Kutcher et al., 2014; Davila et al., 2015; Kraus et al., 2019; Zaheer et al., 2019; Haddad et al., 2020; de Mol et al., 2020; DiazSantamaria and Bulchand-Gidumal, 2021; Keogh and Johnson, 2021; Hidayat et al., 2021; Vik et al., 2021; Giustiziero et al., 2021). Among the internal factors that could emerge, approaches to business management may be the most important (Zaheer et al., 2019; Radenkovic et al., 2020; Trischler and Li-Ying, 2022; Setiyono et al., 2023; Reddy, 2023) .

Apparently, the role that management plays in a business determines the success of the business from the internal standpoint (Giampoldaki et al. (2021)). This is because it is the management that is in charge of human resource recruitment, making intangible assets available, and ensuring proper operations management systems (Blank and Dorf, 2020). For example, if the management implements suitable lean strategies, it would be possible to curb waste such as ability to predict if orders are heading in the same direction so that more than one dispatch rider does not have to head out for delivery in the same direction (Obloj, 2020, p. 23). Q-commerce is a somewhat wasteful operation because it demands high costs of investment and operations (Cowan and Daim, 2018; Radenkovic et al., 2020; Sandberg and Hultberg, 2021; Weiss and Kanbach, 2022; Gartner et al., 2022; Fabrizio et al., 2022; Leemann and Kanbach, 2022; Bouncken and Kraus, 2022; Berman et al., 2023). For example, Chowdeck, is notable for high-service-charge in order to complete food deliveries. The implication is that its market segment is limited to the middle and mostly the high-income class who can afford the high costs (Agwu, 2018, p.18; Beier and Wagner, 2017; Chadha and Harlow, 2019; Malyy et al., 2021; Cernikovaite, 2021; Bhujbal, 2022; Brahmi and Shefigue, 2022; ). What this situation depicts is that management of a typical q-commerce business must devise suitable strategies towards cost management (Ruggieri et al., 2018; Kraus et al., 2019; Gartner et al., 2022; Bouncken and Kraus, 2022; Berman et al., 2023). This is because the costs must be appealing and competitive to the customers, while making sure that internal operations are not crippled as a result of low profit. Hence, a good manager must implement Porter’s generic strategies with respect to cost leadership (Porter, 1980; 1985). Other strategies required of the management may include ensuring that it maintains a large customer base (Gairdino et al., 2014; Lawless, 2014; Weisstein, 2016; Ojala, 2016; Nambisan, 2017; Kraus et al., 2019; Chatterji et al., 2019; Cacciolatti et al., 2020; Statista Market Insights, 2024). Q-commerce has limited product range; it relies mostly on the delivery of consumables. This is another limitation that q-commerce managers must deal with if they are to thrive (Moriam et al., 2015, p 122).

Q-commerce companies have a primary objective, to deliver products to customers within a short timeframe (Porter, 1985). In order to achieve this objective, managers must be open to ensuring that prices are optimal and competitive for their customers and still remain profitable as a business (Osterwalder and Pigneur, 2010, p.25). Failure to achieve these targets makes it difficult for q-commerce operators to remain in business. Businesses must routinely determine that they are performing optimally (Bhujbal, 2022). They can achieve this by evaluating their performance against their performance indicators or objectives (Thompson et al., 2020). The importance of management strategy is that if it is designed and implemented correctly, it would yield success (Purcarea, 2021). The success of a management strategy also relies on continuous improvement by routinely evaluating performance. For example, customer satisfaction is expected to improve customer loyalty and retention (Anderson et al., 1994, p. 54). This implies that q-commerce businesses must operate in a manner that ensures that their customer base takes a significant position within the market (Gairdino et al., 2014; Jin Zhang et al., 2015; Nierynck, 2020; Kraus et al., 2021; Gund and Daniel, 2024). Also, due to the limitations of market segments, and product segments, Ansoff (1957, p. 116) recommends that companies must devise strategies to diversify and improve their product offerings. Approaches that can lead to increase in the size of customer base are a necessity. This may include, improving customer loyalty, improving product variety, and investing to ensure best position within the market.

Due to the tight-knit nature of q-commerce business; in terms of the size of customer base and product-service range, businesses have an obligation to ensure that they implement the best of financial management (Cox and Rich, 1964; Ajzen and Fishbein, 1975; Monroe and Krishnan, 1985; Davis, 1989; Chen et al., 2019; Purcarea, 2021; Giampoldaki et al. (2021). Approaches to internal cost management are essential towards ensuring a larger capital base. Brealey et al (2020) deems this as effective financial management practices. This involves good cash flow management, optimization of capital structure, and wise investments. An efficient financial management is significant when operating a q-commerce startup (Kerr et al., 2014; Teece, 2014; Maine et al., 2015; Jarvis, 2016; Ojala, 2016; Schilke et al., 2018; Goswami et al., 2019; Nanda et al., 2020; Leemann et al., 2021; Lehmann et al (2022). Especially in a country such as Nigeria where macroenvironmental actors result in high levels of uncertainty. Business managers must constantly innovate their approaches in order to obtain the best results. The advantage of constant innovation is that they can maneuver the challenges that have emerged or might emerge. The disadvantage is that the managers must remain on their toes and on top of the potential issues that could arise; this can be quite daunting. For this reason, the manager must collaborate with other key stakeholders in the organization in order to achieve more effective results and performance (McKenzie and Sansone, 2017; Souitaris et al., 2020; Shephard and Patzelt, 2020; Reuber et al., 2021; Lee and Oh, 2021; Balz et al., 2023; Tippmann et al., 2023).

Startups typically incur a lot of operational costs because the business is new or the managers are inexperienced, or they are not prepared for the challenges or complexities that may arise in the course of operations (Blank, 2013, p.4). Poor cost management is a key issue that is responsible for failure of startups, including quick-commerce startups. There is also the issue of customer management. Poor customer relationship management in the start of the business can cause failure of the business because the business would find it difficult to keep a constant flow of revenue (Sirec and Mocnik, 2014; Sarada and Tocoian, 2019; Nuscheler et al., 2019; Cacciolatti et al., 2020; de Mol et al., 2020; Carbó-Valverde et al., 2022; Solano et al., 2020; Bhujbal and Shafighi, 2022; Gartner et al., 2022). This problem is common among startup businesses that are looking to draw and retain customers (Parag et al., 2019). Employee management is another issue that startups encounter. The Human resources manager is faced with challenges associated with managing the employees and ensuring that they operate in line with the regulations of the organization (Aizucivucu, 2022; Bird, 2022). Poor employee management at the start of the business can result in higher rate of attrition and cause the organization to have a poor reputation (Schorung, 2023).

There is also the issue of macroenvironmental factors that can affect business operations, causing businesses such as startups to fail (Jin Zhang et al., 2015; Asadullah et al., 2018; Ruggieri et al., 2018; Bouncken et al., 2021; Reuber et al., 2021; Kraus et al., 2021; Trischler and Li-Ying, 2022; Kraus et al., 2023). Good management strategies are required to ensure that the business performs optimally (Kuratko et al., 2020; Davalos and Alvarez, 2022). This study intends to investigate how managers in quick-commerce startups can attempt to resolve these four problems; cost, customer, employee, and macroenvironmental factors that interfere with business operations. As well as to identify the effect of management strategy on the performance of quick-commerce startups in Nigeria.

The problem this study intends to solve is, why Nigerian quick-commerce startups fail with respect to management strategies implemented. By conducting this study, the factors affecting the performance of quick-commerce startups would be identified. The findings will contribute to academic knowledge and background for future studies. Also, the findings will be beneficial to business managers, especially those in quick-commerce start-ups. By conducting this study, it would be possible to devise strategies that can prevent business failure. 

2.0      Research Methodology

Research Method

The chosen research method was qualitative research method. The justification for implementing qualitative research method is tied to the research approach and the research philosophy for this study (Rehman and Alharthi, 2016; Kamal et al., 2019; Kaushik and Walsh, 2019; Park et al., 2020; Handema et al., 2023). In addition, only one (mono) qualitative research method was implemented (Saunders, 2012; Saunders et al., 2016; Saunders et al., 2019; Saunders 2022; Saunders and Bristow, 2023). The reason for using only one qualitative research method was because of the cross-sectional time horizon for the study.

Research Strategy

Having decided that the research method is qualitative, grounded theory research strategy was used (Adom et al., 2016). Grounded theory accommodates a large population when collecting data (Akkerman, et al., 2021). Although the sample size is kept within a minimum of 15 study participants, it is more than the sample size that is used in narrative inquiry. In narrative inquiry the sample size is usually much smaller because the participants are expected to provided in-depth narrations (Aliyu et al., 2015). Nonetheless, both narrative inquiry and Grounded theory are of high quality because they ensure that the participants can provide key details (Collis and Hussey, 2014; Aliyu et al., 2015; Keser and Köksal, 2017; Alharahsheh and Pius, 2019; Alharahsheh and Pius, 2019; Akkerman, et al., 2021; Orabah, 2021). A major difference is that during the process of analysis, narrative inquiry does not result in the development of theory, rather, an entire narration is provided and a single theory or concept is formed (Adom et al., 2016; Alexander, 2016; Otoo, 2020; Antoniuk, et al., 2021; Ugwu et al., 2021). In contrast, Grounded theory results in forming several theories and concepts (Collis and Hussey, 2014; Keser and Köksal, 2017; Handema et al., 2023).

Time Horizon

In this study, cross-sectional time horizon was implemented to limit time frame. Participant recruitment was done randomly with respect to organisations where participants work. Since the study was qualitative, a small sample size was used for the study.

Data Collection

This section encompasses the various aspects of collecting data. It discusses the target population and the sample size that was drawn from the population in order to collect data. The section also highlights the instrument for data collection, how the participants were recruited, and the method of collecting the data.

Target Population and Sample Size

The target population were managers and senior employees working at Jumia food Nigeria, Chowdeck, and Glovo. It is not known what the size of the workforce at these companies was. Therefore, the target population was considered and treated as an infinite population until the interviews were completed. An infinite population is one in which the size of the population cannot be determined easily. In contrast, a finite population can be counted easily, meaning that the sample size is usually known. A finite population is considered more suitable for quantitative studies because statistical analysis ought to be conducted. However, since this study was qualitative, an infinite population was unproblematic. In addition, since the study is qualitative, only a small sample size is required because it is the quality of discussion that is important not the quantity of findings. Also, because the study is a cross-sectional study, a small sample size of ten (10) participants was considered sufficient without the need for employing sample size determination techniques such as Taro Yamane or Cochrane.

By utilizing a sample size of ten participants, it was possible to include at least three (3) participants from each of the companies. Gate keeper letter was not required in order to interview the participants (discussed further under ethics section 3.8). This is because the participants were identified at random, based on their profile on LinkedIn.

Participant Recruitment

The participants were recruited through LinkedIn by sending out invitation emails and direct messages after identifying their profiles on LinkedIn. Participant information sheet containing the aim of the study, the rights of the participants, and the data protection and regulation requirements were used as part of the invitation. Although, some of the people who were identified and contacted did not respond, invitations were sent to other people working in the company until the required number of respondents was reached.

Instrument for Data Collection 

The instrument for data collection was open-ended questionnaire. Open-ended questionnaire is suitable when the participants or respondents are expected to provide responses in form of discussions. Another view is that open-ended questions stimulate storytelling (Kamal et al., 2019). This is the basis of qualitative studies, the research participants are able to provide personal opinions and views about the subject under consideration. The disadvantage is that if the process is not properly regulated and managed, the participants could go off point and begin to provide uncoordinated responses. Open-ended questions differ from closed-ended questions that are commonly used in quantitative studies. Closed-ended questions usually comprise of multiple choice responses that allow participants to select from the choices (Otoo, 2020). As opposed to open-ended questions, it constrains the responses from participants. Primarily, the suitability of open-ended questions for this study was because the views and opinions of participants were required in order to formulate theories relating to the impact of management strategies on the performance of quick commerce startup companies.

Method of Data Collection

The method of data collection was structured interviews. The interviews relied on the use of open-ended questionnaires for engaging with the participants in order to obtain data. Interviews are a great way to ensure privacy when collecting data in qualitative studies (Muijeen et al., 2022). In contrast Focus group discussions are less private and participants get to hear each others opinions during the process of collecting data (Basnet, 2018). Due to the level of privacy afforded by interviews, it allows participants to share their personal opinions freely, making interviews better suited for studies that require some level of privacy (Maguire and Delahunt, 2017). For example, this type of study in which the responses provided by respondents could have negative effects such as retribution; leading to loss of job, or theft of strategy. On the other hand, focus group discussions are used for studies that do not require much privacy and studies where the likelihood of retribution is less or non-existent (Nibbeling et al., 2021). The suitability of focus group discussions is also evident in studies wherein participants are familiar with one another; for example, this study in which participants are likely to come from the same firm or branch. However, due to the sensitivity of data to be collected, interviews were considered more suitable (Babones, 2016).

Data Analysis

Thematic analysis was used for the data analysis. Thematic analysis is used in qualitative studies so that theories and concepts can be developed (Apuke, 2017). This is consistent with induction research approach in which the researcher develops theory after the data has been collected. It contrasts with statistical analysis in quantitative studies (Tümen Akyıldız, 2020). In quantitative studies, theory is tested using the numerical data. In contrast, because non-numerical data are collected in qualitative studies, themes have to be developed (Ali, 2021).

The process of thematic analysis employed NVivo software for qualitative data analysis. Nvivo software also follows the traditional approach to thematic analysis (Albers, 2017). It involves studying the data, examining it to ensure familiarization, developing codes, reviewing the codes, developing themes and reviewing the themes. Thematic analysis is a rigorous and iterative process.

Ethics

Prior to collecting data, participant information sheet was issued to the participants. The information sheet contained the purpose of the study, the participants rights, and data protection requirements. Thus, participants were informed about autonomy to participate in the study voluntarily and to withdraw at anytime without being compelled to provide reasons for withdrawal. Participants were also informed about data protection, who has access to the data, what the data will be used for, and what will happen to the data after the study was completed. Finally, participants were required to provide consent before the interviews commenced.

3.0      Results

3.1      Cost management strategies have impact on the performance of Nigerian quick-commerce start-ups

The cost management strategy Participants implemented in their firm

The cost management strategies implemented by the managers included; operational cost control, anticipation, and compensation cost control. These five themes described the findings associated with the type of cost management strategy that the participants implemented.

Theme 1: Operational Cost Control

There were six codes that resulted in the theme operational cost control. These codes included; allocation of funds and operational location, and Monitoring, lean overhead cost, cost leadership, electric bikes, use of bicycles, and energy efficient appliances. Quotes from the participants assert evidence of operational cost control.

Participant 1

“What I usually do then I have a certain amount I give it to each bike rider. And I can monitor the allocation. We have different cities in Lagos, bikes operate within particular area(s). All my bikes don't go to the same places at the same time.”

Participant 2

“We try to keep it very lean and we operate very lean sort of overhead. “

Participant 4

“There is one strategy we are trying to put in place. We're trying to see if we can get electric bikes.”

Participant 7

“Basically it was having to increase the customer base and also having to implement this bicycle bicycles for the delivery. Yeah, those are the two main ways to reduce the cost.”

Participant 8

“Utilising energy efficient appliances to lower utility costs.”

These quotes are indication that the participants implemented several steps to ensure that the operational process was not cost incurring.

Theme 2: Forecasting

The theme Forecasting is associated with forecast, making bulk purchases, and inventory management. These codes demonstrated that the participants were trying to determine the process flow of costs, the peak and low periods when costs were likely to be highest. For example by developing a good budget from forecasts that are dependent on the information from the inventory, the outcomes of cost management would be improved.

Participant 1

“Another thing I do is, I budget and I forecast, so I have an idea about, you know, how much is going to cost for the bikes to run certain miles in a particular area.”

Participant 8

“Implement several cost management strategies, including bulk purchasing to leverage suppliers discounts. Optimising inventory management to reduce waste”

“Additionally, we make sure use of data analytics to forecast on our demand accurately, which helps in managing stock levels and reducing excess inventory.”

Forecasting was a necessity for cost control. It relied on inventory management through suitable software.

Theme 3: Product and Service Control

The practice of product control was aimed at ensuring quality leadership for the services rendered, even if the products were identical

Participant 2

“And the quality is good. So because of that we are able to compete”

Participant 3

“What I sell and what my competitors sell may be identical, not considering the fact that mine is genuine and theirs is not.”

Product or service control was of importance for ensuring differentiation from the competitors. This ensured cost management by reducing or eliminating customer attrition.

Theme 4: Compensation Cost Control

The participants also provided findings that are associated with managing compensation. The approach involved, outsourcing the delivery operations and paying the dispatch riders compensation, or leasing bikes temporarily for use when needed.

Participant 4

“So we create an avenue for you to own your own bike and come to register with us and we'll give you our app and access to our app. So as you work for us, you do your deliveries, whatever you do at the end of the month, we'll calculate it percentage. I will pay you what you are due for or what you've earned.”

Participant 5

“I was in, I think it was in 2015. Then after two years, we realise that it's cheaper to not buy the bikes fully or just to buy like in these. So we started losing the bike was a lot cheaper because as we go on in the business, we learn and then we evolve. So instead of buying the bikes, we started leasing and it saved us a lot of money.”

Overall, quick commerce businesses can implement these strategies to ensure that they effectively manage costs without shutting down.

Cost management strategy has impact on the revenue of your business?

Theme 1: Revenue Increase

The participants generally acknowledged that their revenue increased because of the strategy they had implemented for cost control. It implies that by lowering operational costs, improving operational process, properly managing compensation costs, better outcomes could be achieved.

Participant 1

“I was able to increase profitability, allowing me to compete with my competitors, better pricings.”

Participant 2

“It had an initial impact on our revenue because it jump started or kick started our operations.”

Participant 4

“Since we bring it this five electric bikes. Our profit margins really shoot up a lot, with about a 20% increment of profit margins.”

Participant 6

“Yes, yes. Our revenue has been increasing.”

Participant 7

“Yes, it has impacted the revenue of my business, there are premium customers, and then they're like regular customers who might not be able to afford the premium prices.”

Participant 8

“Really have significant impact on our revenue, because by keeping costs under control, we can maintain competitive pricing with our competitors. Which in turn are attract more customers for us.”

Thus, the cost management practices had impact on revenue and ability to expand or commit more funding towards other operations such as marketing.

3.2      Customer management strategies have an impact on the performance of Nigerian quick-commerce start-ups.

The customer management strategy

Various themes were associated with the customer management. These themes are; online engagement, marketing, pricing, customer focusing.

Theme 1: Online Engagement

This encompassed, feedback from customers, positive encouragement, mobile app for online customers, and use of social media.

Participant 1

“And we also listen to feedback. The feedback from customers.”

Participant 4

“Most of our customers come through the Internet base because our app is a app whereby you register with us, your company, what you sell, you put them online, people place order, the order comes to us, we do the pick up and do the delivery to you do the short possible time”

Participant 6

“We have a platform on WhatsApp and on telegram where people contact us and they make their orders and we go deliver.”

Participant 7

“Online social media like WhatsApp, Instagram. Facebook what advertise to be able to reach out then it's kind of like.”

This implies that engaging with customers online can have a meaningful impact on retaining and attracting customers.

Theme 2: Marketing

In order to manage customers, participants also noted that they used marketing strategies such as advertising, word of mouth, referrals, and direct marketing.

Participant 3

“I did sponsored ads on social media handles, you know, Instagram, Facebook, and then my local community WhatsApp groups I belong to. Then word of mouth in in my other businesses I make sure I engage people and randomly if I see them.”

Participant 4

“Through the social media network Instagram. Facebook we also do a referral programme whereby you refer customers to us, you get your bonus cash.”

Participant 5

“So the first strategy is to go into the markets in different markets in Lagos because that is where most of the business is. There, where people that sell online and they dispatch from the market to different clients.“

“Then secondly, we do, yes, yes. So then then we do most then we get about 30% of our customers come from referrals to.”

Participant 7

“Direct conversation, you know, meet people out there, try to talk with them and let them know that this is what I do. Then the use of Flyers as well. Occasionally we hand out Flyers or find places to post them. Then I think this should be the 4th one, or we also use a word of mouth, whether it's electronic or offline we. Do let's say friends of the company. You know, those we’re kind of close to.”

Theme 3: Pricing

Tailoring prices to ensure that the customers are motivated to come was a good customer management strategy. This implies that the business is highly competitive. In addition, customers were given discounts to encourage repeat patronage.

Participant 1

“I'll look at the fact that if the company will bring repeat business, I don't mind dropping my price a little bit lower. And to make sure I get their trust”

Participant 6

“No, those are the customers that we have online, other customers, we meet them at the market, other customers are hotels and restaurants, those ones they come to us”

Participant 8

“Or a member of which in turn get them discounts and helps us in managing them and offering them discounts as well.”

Theme 4: Customer focusing

By focusing on customers and their interests with the sole aim of retaining them, building a positive relationship, and grouping customers into specific categories based on their patronage.

Participant 1

“I also believe in customer retention and loyalty. You know, and I think those are the things that drive the business, you need to be very customer centric.”

Participant 7

“We try to categorise, we know that certain groups of customers are like premium customers they can afford, you know, certain prices.“

Participant 8

“Using a robust customer relationship system which includes us having our customer details.”

Customer focusing requires engaging in every tactic that can encourage customer retention.

Impact of Customer Management Strategy on revenue

Theme 1: Expansion of Customer Base

The expansion of customer base is about the main theme from the impact of customer management. The customer base expands because there is high level of retention, high customer focusing, and encouraging good customer service practices that ensure customer satisfaction.

Participant 1

“you know in the logistics game what you want to do is at least you get a base of repetitive customers that give you good numbers. So we already have the bulk of that. That's why we're in business”

Participant 4

“We've really built our customer base beyond what we expected and we're trying to do more to build it more with online customer base because we're trying to link up our services with other social media network like advert, online advert promos and so on.”

Participant 5

“Yes, it has because, when you when you serve your customers and they're happy, they refer more people to you, and your business will grow.”

Participant 6

“We have a lot of customers who buy from us online. So yes, it increases our revenue.”

Participant 8

“Yes, absolutely it's us because it us helps us in increasing customer. Satisfaction and helps us getting their loyalty in return.”

In general, the customer management strategy has had more positive than negative outcomes.

3.3      Employee management strategies and their impact on the performance of Nigerian quick-commerce start-ups.

Employee management strategy

The use of compensation, flexible working, diversity, good leadership and management, and training as employee management strategy, emerged as the main themes for these findings.

Theme 1: Compensation

A good compensation plan or structure is a necessity for ensuring employee performance. This was indicated in the data obtained from the participants.

Participant 3

“They are not dedicated to me, is on the Commission and availability basis you know. So that's why we're not relying on just one or two we'll have like a stream of seven delivery guys just in case one is unavailable we can then but we don't just randomly get any delivery.”

Participant 4

“You can track your monthly schedule, what you've done for the month you are paid what you are due.“

Participant 6

“We are a small business right now. We don't have a reward plan. They come if they want to work and when you finish working, they get paid once in a while.”

Participant 8

“So we also implement performance based incentive to motivate our team and have clear communication channels to keep everyone aligned with our business goals.”

The themes imply that different approaches to compensation were implemented by the participants. Compensation plans had to be suitable for the dispatch riders, and it was ideal for ensuring employee management.

Theme 2: Flexible working

Flexible working that ensures suitable work-life balance was considered of importance for ensuring employee management.

Participant 3

“I also care about my employees welfare. I'm very flexible in terms of work life balance,”

Participant 7

“They work flexibly, They don't have to come hang around the office.”

Theme 3: Diversity

Ensuring diversity within the workforce was ideal. Especially language diversity so that the employees could communicate among themselves as well as with customers.

Participant 1

“We have diversity in what we do. There's also equity.”

Participant 3

“We didn't care about body type. We were of mostly after interest.”

Team diversity was employed as an ideal employee management strategy.

Theme 4: Good Leadership and Management

The leadership ensured morale support, job satisfaction for the employees, and created an ownership mindset in the employees.

Participant 1

“You know, also give them good morale, the morale value is very, very important. You know, if your drivers don't feel enthusiastic, then it affects the business.”

Participant 6

“We try as much as possible to make our Staffs happy and make them feel like they are part of the organisation.”

Participant 7

“Based on the leadership management styles we applied like dynamic approaches or very flexible, not rigid. Everyone has the opportunity to pitch in their ideas.”

“Try to cultivate the ownership mindset so that the employees also see the business as their business, because one of the things I told them is that if you don't see the business as yours, that means our revenue falls, and if it falls, then you don't get paid and you don't get paid. You get laid off. So they need to have this ownership mindset.”

Theme 5: Training

Training was also an important tool used for ensuring employee management.

Participant 1

“You know, we train, we train some of our drivers, you know to encourage them to do better, you know, and yeah, it also increases productivity and efficiency at the same time.”

Participant 8

“We tend to focus on employee training. First of all, on development, ensuring that our staff are well versed in both customer service and operational efficiency.“

The responses from the participants led to the five themes that show that contributed to employee management.

Impact on Revenue

Theme 1: Better operational outcome

There was better and improved operational outcomes for the business. An indication that the employee management strategies were effective. Customer experience was enhanced, and operations were carried out timely.

Participant 7

“Oh well, there's been good days and bad days, you know, no matter how much you try to be reasonable and accommodating. There's always going to be some group of employees who have not developed the ownership mindsets that you're trying to incorporate and then some employees just want to abuse the privilege, right? For example, with caution and discipline, this changed over time."

Participant 8

“Overall, customer experience is something we look out for and this is something we've been gaining on and has been about good reputation for our business, driving right, revving up our sales and kind of bringing in more."

The findings imply that there has been improved outcomes for the business, although challenges occasionally emerge.

3.4      The effects of macroenvironmental factors on the performance of Nigerian quick-commerce start-ups.

The effects of political economy, social, environmental, legal, and technology factors

Theme 1: Technology

Technology plays a critical role in placing orders, tracking orders, and marketing. Although, there could be internet connectivity challenges, it has been useful overall.

Participant 1

“Well, yes, technology is a big is a big factor in terms of the tracking of the bikes.” 

“We were looking to improve better in terms of having an actual app you know that works so that you know everybody can just book as opposed to phone calls, emails and text messages. That's how we get predominantly get most of our jobs anyway.”

Participant 3

“Yes. So technology is good, it's good for our business because it helps, it helps for sales to innovation that comes with like sponsor ads, for example, that's social media.

Participant 7

“With respect to technology, we also have platforms. the platforms where some customers go to place orders, sometimes their WhatsApp groups for riders.”

Theme 2: Socio-Environmental and Legal

Social in terms of customer age and categories.

Participant 1

“Bulk of our work is more of institution. But even when we don't have when we have personal messages from younger people, of course it's usually between the ages of like 18 to 50 years.”

“Very environmentally sound and understand the risk that comes with having this kind of business.”

“We have situations where some drivers have been harassed before. And you know, we also have the police that we help, you know, that works with us as well. Each driver has a police line that he can call, if there's any issue.”

Theme 3: Politico-Economic

Operating incurs taxes, inflation, foreign exchange policies, fuel subsidy removal, and government grants are all interlinked and have affected the businesses of the participants in one way or the other.

Participant 1

“So the political aspect in terms of tax and you know, VATS and all that, does it affect your firm positively or negatively? Well, we currently do less than a turnover of 25 million every year. So we are not liable to pay some taxes at the moment, so you know that that's a good thing that the government has done for small medium enterprises businesses.”

Participant 2

“We have multiple taxation from local government, from state government and federal government for which we have to manage. We have local authorities. By that I mean like. Unofficial authorities. So like area boys.”

Participant 3

“The only other problem we have is multiple taxation. It will be helpful if it was just a single tax scheme actually.”

Participant 4

“Multi taxing is also a problem touting by the government is also a problem. We pay tax to the local government, we pay tax to the state government. We also pay tax to the federal government. Inflation has risen to about 32% in the last how many years.”

Participant 5

“The main problem in the in doing this kind of business in Nigeria is the policies. It's too volatile. They change every day. Today you your bike, your riders go out and they tell you there's a new tax, there's somebody enforcing it. You have to pay, which are do you do, you do not plan for these things. Then it for instance, when the when the cost of petrol in Nigeria was raised by over 300%.”

Participant 6

“Government have their own policy for two years. When we started, we didn't pay tax because of the government didn't collect tax from new businesses. And now that you pay tax.”

Participant 7

“The cost of petrol. One reason it seems more reasonable to buy the bicycles. The bicycle was an alternative to mitigate against the challenges presented by removal of subsidy.”

The participants noted that there were negative impacts, and it was mostly negative implications.

Theme 4: Negative Impacts

Participant 2

“The politics has negative impact. There's no positive impact.”

Participant 4

“The challenges we go through also like Internet connection sometimes whereby the driver the delivery man gets to the place there will be no Internet point Internet services to connect your payment plan to the app.”

“Sometimes, faulty networks. Sometimes banks issue hanging payment complaints, payment not received on time, sometimes payment reversed. That is the disadvantage of it. Then the other part of the implication is.”

5.0      Discussion

Cost management strategies have impact on the performance of Nigerian quick-commerce start-ups

The findings revealed that the cost management strategies adopted include; operational cost control, forecasting, product and service control, and compensation cost control. The cost management strategies adopted by the managers of the quick-commerce startups were highly effective because they led to increase in the revenue of the business. The findings align with the findings of Ditkaew (2018) which revealed that decision-making reliability and the effectiveness of internal control had positive implications on the performance of the business. Although, their study focused on manufacturing firms, both studies are in agreement because they demonstrate that proper decision making that is informed by analytical forecasting can result in positive outcomes. Findings from Kajal et al. (2021) revealed that managing operational costs have positive implications for small and medium sized businesses. This is similar to the findings in this study in which cost management has been achieved through controlling operational costs. Overall, businesses including quick-commerce businesses should implement suitable strategies that can ensure that they minimize their overhead costs, and increase their revenue.

Egiyi (2023) obtained findings on the importance of financial management for startup companies. They noted that integration of blockchain and the predictive capabilities of data analytics were essential for ensuring financial management. In this study, participants who noted the use of forecasting as a strategy for cost control, indicated that they used data analytics to enable them plan better forecasting and designing budgets. The relevance of digital techniques for proper cost control is not to be underestimated. This is better explained using the theory of planned behaviour Ajzen and Fishbein (1975) and it can be applied in two perspectives. One is that utilizing these digital techniques will facilitate understanding consumer behaviour. Similarly, the organizational can achieve better performance behaviour by having the right attitude to technologies such as digital analytics. This links to the technology acceptance model (TAM) Davis (1989) because organisations are expected to portray the right attitude towards technology in order to implement it. This implies that in practice, startup firms such as quick commerce firms must ensure that implement the necessary technology that would facilitate better cost control outcomes.

Chammassian and Sabatier (2020) posited that costs are perceived as a challenge or limitation to the innovation of businesses. This is true because it becomes difficult to have enough money left for implementation of other important resources for the business. It also gets harder to expand as costs increases and limits the volume of profit. Proper planning to ensure that operational costs are lowered is a necessity, and similarly, the services rendered should not incur excessive costs. This is why cost saving strategies such as the use of electric and motor bikes, or leasing, and outsourcing of motorbikes were of such benefits for lowering costs. Usman and Sun (2023) highlighted the importance of integrating digital platforms into the performance of startups; such digital platforms were intended to lower the costs of operations by ensuring cost effectiveness. In this study, new technologies such as electric motorbikes were promising. In addition, technologies such as mobile application that could improve operational performance were integral to effective cost management. This implies that organisations such as startups that are looking to lower the cost of operations much ensure that they achieve lower costs by strengthening the use of suitable technologies that can help with improving operational performance. Such technologies may include those used for forecasting, mobile applications, electric motorbikes, electric bicycles, and data analytics software. In line with Davis (1989) the organisation must be open to accepting new technology by recognising the benefits of these technologies.

Customer management strategies have an impact on the performance of Nigerian quick-commerce start-ups.

The findings in this study demonstrated that online engagement, marketing, pricing, and customer focusing were suitable ways for guaranteeing improving the performance of Nigerian quick-commerce startups. These findings are underpinned by the technology, acceptance model (TAM) Davis (1989) which asserts that acceptance and use of technology (social media and mobile application) is driven by the availability of the technology (social media and mobile application), the environment, and in this case, the use of technology (social media) by the organisation. Findings obtained from the study by Fraihat et al (2023) revealed that implementing good customer relationship management strategies were associated with better outcomes for the logistic company. In this research project, by focusing on the customers and ensuring that prices are tailored to their needs, there was increased customer retention due to high customer satisfaction. This increased the customer base and in-turn the revenue for the company. Similar evidence was provided by Leela and Bari (2022), revealing that customer relationship management was a necessity for e-commerce businesses; this encompasses quick commerce operations like the organisations in this study. By using online engagement, better outcomes were achieved because customers could easily engage with the businesses on social media and mobile applications without having to visit the offices. In practice, managers must integrate online operations into the customer management strategies to improve firm performance.

The study by Dsouza and Panakaje (2023) found that digital marketing enables businesses to improve their performance and strengthen their position. In this study, online engagement through social media was found as an important strategy for connecting with customers. Presence on social media channels encouraged contact with potential customers. Especially among young people who are looking to their orders timely. Customers are able to see reviews from other customers in the social media and online space. The implication is that the perceived risks of engaging with the business is lowered. This is in line with Cox and Rich (1964). Brahmi and Shefigue (2022) argued that businesses looking to achieve better consumer behaviour from their customers must ensure that they lower barriers that affect engagement and forming of positive behaviors. Similar to online engagement, direct marketing such as face to face interactions and word of mouth are of significant importance. Fundamentally, businesses must ensure that they engage with customers in a manner that builds trust and credibility, and facilitates expansion of customer base.

Findings from Abrokwah-Larbi (2023) asserted the importance of customer focus in ensuring that small and medium enterprises experience better and improved performance. The basis of customer focusing is underpinned by ensuring that customers get the best experience from the business operations. Improving customer services and tailoring product and service costs and quality to customers can encourage good consumer behaviour among the customers. This is linked to the findings from Hat et al (2024) which asserted that customer relationship management is essential for ensuring positive outcomes. However, the outcome of customer relationship management with respect to performance of the business is dependent on the quality of digital marketing capabilities. The implication is that managers and businesses must ensure that they do all things possible to retain their customers. Integrating resources that can strengthen customer experience and relationship will contribute to the revenue of the business.

Employee management strategies and their impact on the performance of Nigerian quick-commerce start-ups

Findings in this study also revealed that employee management strategy such as compensation, flexible working, diversity, good leadership and management, and training were important for achieving revenue increases in Nigerian quick commerce startups. This also links to the TOE model by Davis (1989) because if the organisation does not train the employees regarding the use of suitable technology, the employees are unlikely to operate effectively. Findings from Thamrin et al (2024) revealed that startups are faced with human resource management challenges. This study also revealed that the employees were likely to be ineffective or recalcitrant and if it persisted, they were laid off. Nonetheless, by implementing outsourcing and contracting, it was easier to manage costs, and compensate employees based on their input. In the study by Yu et al (2022) the evidence was that strategic human resource management was a necessity for ensuring improvements in the performance of the organisation. Strategic human resource management implies the use of strategies that are specific for the needs of the employee. This study revealed that the use of flexibility to achieve work-life balance was effective for the employees, and giving the employees autonomy so that they could freelance, also improved the management approach.

The effects of macroenvironmental factors on the performance of Nigerian quick-commerce start-ups

This study revealed that all six macro-environmental factors; technology, social, environment, legal, politics, and economy, had implications on the business. The technology had positive implications, but the political factors did not have any positive implications because they caused economic challenges. Hence, to mitigate them, the business owners indicated that they adjusted their pricing where possible, to enable them keep their customers. Overall, there were no specific strategies used for managing the implications of macroenvironmental factors on the quick-commerce businesses. Findings from the study by Okoroigwe et al (2023) revealed that inflation was associated with tax such as company income tax; these had implications on businesses. Findings from Bhalla et al (2023) also revealed that the tax system had implications on the performance of business. In this study, the tax had severe negative implications because there were several multiple taxations that the businesses had to deal with. The effects of macroenvironmental factors such as political and economic can have on a business, they overwhelm the positive effects of other macro-environmental factors because the political and economic factors are highly likely to result in losses for the company.

5.0      CONCLUSION

This study was a qualitative interview carried out among managers involved in the operations of quick-commerce startups. The aim was to identify the effect of management strategy on the performance of quick-commerce startups in Nigeria. A total of 8 interviews were conducted among managers to obtain data relating to cost, customer, and employee management strategy, as well as the effect of macroenvironmental factors on the business. The study revealed that managers used operational cost control, forecasting, product and service control, and compensation cost control to achieve increase in revenue when dealing with cost management. The implication is that in business practices, in order to lower the cost of operations, managers are required to examine the factors that are responsible for high  operational cost, ensure that compensation is properly structured to reduce or eliminate the likelihood of incurring unwarranted costs. Findings also showed that customer management strategies included, online management, marketing, pricing, and customer focusing as the strategies for managing customers. These strategies led to increase in the size of the customer base customers were retained, it encouraged referrals, and contributed to the revenue of the firm. The employee management strategies included; compensation, flexible working, diversity, good leadership and management, and training. Evidences from other studies showed that to improve employee performance and reduce turnover intention, compensation, flexible working, and career development (training) are essentials. This implies that the findings obtained here are consistent, and they contributed to increase in the revenue of the startup firms. Although, some of the participants acknowledged that adherence to company regulations was not always optimal. Similarly, some employees tended to act in a manner that was unbecoming, and they were laid off. Also, the behaviour of some employees led to devising the strategies that are included in the findings. Lastly, macroenvironmental factors had implications on the performance of the business; the technological factors contributed positively, managers utilized social media and internet technology for connecting with their customers and employees. The technologies gave their customers better experience such as remotely placing orders, and tracking their orders. However, the political and economic factors were out of control and they had the most negative effects on the operations of the business. The removal of subsidy on petrol led to inflation, combined with floating of the naira which contributed to foreign exchange instability. In conclusion, Nigerian quick-commerce startups are faced with several challenges that they must continually devise strategies that can enable them to surmount the challenges.

Strengths and Limitations

·       Methodology: This study was conducted as a qualitative primary study; the strength lies in its ability to have collected rich data from the participants. The participants provided in-depth details about their experiences in running their quick-commerce business in Nigeria. This type of details could not have easily been obtained in a quantitative survey. This is because surveys rely on collection of findings that are based on options that were developed from the literature review of a study. Nonetheless, the use of a mixed-methods study would have increased the quality of evidence. This is because in a mixed-methods study, the opinions presented by the participants of this study would have been used to develop questionnaire survey, and the survey would serve to validate the findings from the interview by identifying the number of quick-commerce managers in Nigeria who agree with the strategies and challenges indicated in the interviews. This leaves a gap for future studies.

·       Access to participants: gaining access to participants was not easy. Initially, the researcher had decided on a total of ten interviews, this could have been increased to a maximum of 15 interviews, and perhaps some focus group discussions. However, neither of this was possible because access to participants was limited. Finding managers from Nigerian Quick-commerce businesses was not easy, and the researcher had to stop at ten because of time constraints. Basically, the larger the number of participants, the more reliable the evidence; in qualitative studies, interviews result in high quality evidence, increasing the number of participants further increases the reliability of the evidence. This is because there would be sufficient overlap between the opinions of the participants; for example, the findings on the effects of political factors, all the participants complained about poor policy from the government, and multiple taxation as a problem.

·       Geographical Barrier: Interviews were conducted remotely using Microsoft teams. However, the ease of conducting these interviews was limited because participants did not readily have the Microsoft teams application. Similarly, scheduling time for the interview was somewhat challenging. Not to mention that access to participants was potentially limited by being unable to walk-into quick-commerce stores to invite managers to participate. The geographical barrier made it difficult to recruit participants and get the interviews done in a timely manner.

Recommendations

·       Managers are required to implement the strategies suggested from the findings of this study. Findings pertaining to cost management should be adhered to. By lowering the cost of operations, better outcomes can be achieved because when lean practices are implemented, the cost of operations decline as errors and variations decline. Also, ensuring better strategies that are aimed to reduce the cost of delivering products; example using bicycles and electric motorbikes, or living in proximity to the pickup and delivery can lower the cost of operations. Outsourcing strategies as well as using freelance dispatch riders can lower the cost of the operations as the business does not need to spend money on purchase and maintenance of delivery bikes. Although, challenges such as unavailability of riders would have to be mitigated.

·       Approaches to customer engagement and retention should be taken seriously because having a large customer base increases the likelihood of sustainability for the business. Customers can be engaged on the internet; social media such as Facebook, Instagram, and Tiktok serves as opportunities for quick-commerce businesses to connect with. Quick or timely delivery, as well as aesthetic appearance should be taken seriously because it increases customer satisfaction and appeal. Managers must ensure that they grow their customer base so that the revenue stream remains constant.

·       Employee management strategies are same as with other businesses. The managers are required to implement good compensation practices that encourage the employees to remain with the business and operate diligently without incurring unappealing operational costs. Giving employees opportunity to develop themselves through training is a necessity to encourage them to stay. Employees should have as much autonomy and flexibility so that they can operate effectively. Although, managers must also pay attention to unruly employees and manage them accordingly.

·       Macroenvironmental factors have serious impacts on quick-commerce; some are positive while others are negative. Using technological resources such as social media is a key necessity. On the other hand, government policies are a major source of uncertainty that managers in quick commerce businesses must prepare for.

·       Future work must consider quantitative primary study that seeks to identify the popularity of the evidence in this study among operators of quick-commerce businesses in Nigeria. The findings can then be used to develop strategies that can improve operations of quick-commerce businesses so that they do not operate at a loss, and they do not shutdown eventually.

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Acknowledgements

I would like to acknowledge the contributions from the Ukwuru Science Study Group.

Funding

Personal funding.

Author Information

Dr. Ukwuru, Edmund Ikpechi is a leading dynamic researcher in the social sciences.​​​

Corresponding Author

Dr. Ukwuru, Edmund Ikpechi 

Competing Interests

There are no competing interests for this study.

Rights

The publication is open for public use; credits must be provided by acknowledging the authors of the study.

Cite as

Ukwuru, E.I. (2025). Management Strategy and Performance of Startups: A Qualitative Case Study of Nigerian Quick-Commerce Startups. Ukwuru Business, 25(1): 1-34.

Received: 24 April, 2024

Accepted: 22 May 2024

Published: 25 August, 2024

​Keywords: Quick Commerce, E-commerce, Start-up, Operational Cost Control, Customer Management Strategy