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The banking industry in Kenya must adopt digital transformation to sustain competitiveness and improve customer experience in the context of rapidly evolving digital technologies. Despite the increasing focus on digitisation in the sector, the particular initiatives undertaken by commercial banks and their resulting impact on competitive advantage are not sufficiently comprehended. This study analysed the impact of digital transformation strategies on competitive advantage within commercial banks in Kenya. The primary aim was to evaluate the impact of service automation, data analytics, mobile banking applications, employee upskilling, and digital payment solutions on the competitiveness of banks. The study employed a descriptive design, focussing on 39 commercial banks categorised by tiers, which included 412 functional heads. A multi-stage sampling method integrating proportionate stratified and simple random sampling techniques was utilised to guarantee equitable representation. Employing Yamane’s formula, a sample of 203 respondents was determined. Primary data were collected using structured questionnaires that were pretested with 15 participants and validated by subject experts to ensure content relevance and clarity. Reliability testing employing Cronbach’s Alpha produced satisfactory results (? ? 0.7), signifying robust internal consistency. The analysis of data encompassed both descriptive and inferential statistics. The results were presented visually through charts, graphs, and tables to facilitate interpretation. The findings indicated that all five digital transformation strategies impacted competitive advantage, although their contributions differed in magnitude. The findings indicate that commercial banks must move beyond the simple implementation of digital technologies and prioritise strategic integration to improve customer experience and value creation. Banks ought to implement targeted automation that preserves human engagement for intricate services while improving feedback systems. Banks must enhance data governance and invest in sophisticated, customer-centric analytical tools. Ongoing innovation in mobile banking is advisable, encompassing feature enhancements and improved interoperability, underpinned by robust cybersecurity standards. Prioritising employee upskilling is essential through structured training, digital leadership development, and industry-wide certification. Finally, banks must reassess their digital payment strategies to prioritise user experience, fraud prevention, and differentiated services, while regulators encourage secure and innovation-friendly environments.

Private health insurance is crucial for healthcare financing, but its uptake remains suboptimal, with many still relying on out-of-pocket expenses. Statistics indicate Kenya's informal sector comprises 83.3% of the population, with only 2% of employees having national hospital insurance and 20% having public health insurance. Therefore, this study investigated effect of strategic decision on uptake of private health insurance services, specifically, the study examined the effect of level of coverage, cost and affordability, network of health providers and quality of services on uptake of private health insurance services in Nairobi City County, Kenya. The study was anchored using the agency theory, dynamic capability theory and expected utility theory. The study embraced descriptive research design. The target population was sixteen private health insurance in Nairobi city county, Kenya. A sample size of eighty was utilized, employing census. Primary data was collected using a semi-structured questionnaire. The response rate was sixty eight percent. Level of coverage, cost and affordability, network of health providers and quality of services had a significant effect on uptake of private health insurance services. The study recommend, insurance providers should continue to offer diverse plans that cater to different needs and income brackets, ensuring that comprehensive coverage options remain accessible to a broad audience. Additionally, insurers should continue to develop and offer flexible payment plans that cater to different income levels. Introducing tiered pricing models, where customers can choose from a range of premium options based on their financial capacity, can make insurance more accessible. Moreover, the insurer should focus on maintaining a strong commitment to service quality and continually refining their offerings, which can build greater trust and satisfaction among customers, leading to increased adoption of private health insurance services.

Marketing effectiveness, a technique aimed at improving marketers' outreach to customers to optimise marketing expenditures, has consistently demonstrated efficacy in a highly competitive landscape. Nonetheless, its empirical mediating function continues to be a subject of inquiry among many experts. This study aimed to examine the mediating function of marketing effectiveness in the relationship between interactive marketing and the marketing performance of Micro and Small Enterprises (MSEs) in the Nyanza Region, Kenya. A cross-sectional survey study approach was employed, targeting a population of 3,211 registered MSE owners in Nyanza, from which a sample size of 356 was determined using Yamane's (1967) formula. Data were gathered by questionnaires and analysed utilising descriptive and inferential statistics with SPSS version 26.0. The analysis reveals that interactive marketing significantly influences marketing performance (t = 19.933, p < 0.5); interactive marketing also significantly affects marketing effectiveness (t = 19.331, p < 0.5); furthermore, marketing effectiveness significantly impacts marketing performance (t = 15.238, p < 0.5). The indirect test indicates that marketing effectiveness, as an intervening variable, can mitigate the impact of interactive marketing on marketing performance.