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The study focuses on effect o f dynamic marketing capability on customer patronage of Nigeria breweries products, The specific objectives are to determine the effect of market sensing capability on customer patronage, ascertain the nature of the relationship between market targeting and customer patronage and determine the influence of market positioning on customer patronage. The study had a population size of 1105, out of which a sample size of 177 was realized using Taro Yamane’s Formula at 5% error tolerance and 95% level of confidence. The Instruments used for data collection were questionnaire and interview. A total of 177 copies of the questionnaire were distributed while 148(83%) copies were returned and 39(17%) were not returned. The Survey research design was adopted for the study. Three hypotheses were tested using Pearson product moment correlation coefficient and simple linear regression statistical tools. The findings indicated that market sensing capability had a significant effect on sustained customer purchase. There was a positive relationship between market targeting and customer patronage. Market positioning had a significant influence on customer patronage. The study concluded that dynamic marketing capability (DMC) concept is the strategic management theory that provides a new interpretation of how companies in the environment that change rapidly obtain their competitive advantage. The study recommended that Nigeria breweire should maintained and sustained  market sensing because that will help them to understand the needs of the customers ahead of their fellow competitors which ensure  that customer needs are met, in order to achieved sustained customer patronage.

Dynamic marketing capability, customer patronage, marketing capability, market targeting, market positioning

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OGBODO, H. I., EGELE, A. E., OGBUNUJU, V. C., NNABUGWU, E. L., & OKORO, D. P. (2022). DYNAMIC MARKETING CAPABILITY AND SUSTAINING CUSTOMER PATRONAGE A STUDY OF NIGERIA BREWERIES PRODUCTS IN ENUGU STATE NIGERIA. Journal of Global Economics, Management and Business Research, 14(3), 9-23. https://doi.org/10.56557/jgembr/2022/v14i38004
Original Research Article


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