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This paper examined social media's impact on brand performance: a case study of fast-moving consumer goods (FMCG) in Nairobi, Kenya. The study was guided by the theory of Chaffey and the marketing equities theory, which analyzed the four main predictors of the performance, including the use of social media, analytics, networking and relationship-building skills. Descriptive research design was applied and a stratified sample of 86 marketing managers as a sample of 15 manufacturing firms in the FMCG industry were sampled amongst the senior, middle, and lower management levels. The data analysis procedures were based on descriptive statistics and multiple linear regression in SPSS, and Cronbachs Alpha values were more than 0.70, which proved the validity of the research instrument. The results showed that social media capabilities positively and significantly affect brand performance which together gives a 55.7% account of the variation in brand results. Relationship-building capability was the most significant predictor ( 0.485, p < 0.001), then content-generation capability ( 0.352, p < 0.001). These findings show that the use of trust, dialogic, and interaction-driven digital relationships is more effective at boosting brand performance than content dissemination. This research suggests that FMCG companies should increase their commitment to social customer relationship management (social CRM) and develop the human resources in the sphere of connecting digitally in a relationship. It further suggests that it is possible that future studies will consider mediating factors like organizational agility and social media monitoring, which also might explain other unexplored variances in brand performance.