| dc.description.abstract | This study sought to identify the value chain activities at Deloitte & Touché, Kenya and
to establish the link between these activities and competitive advantage. A company‟s
value system is not limited to a simple linear two dimensional view; rather it is made up
of strategic activities that do not necessarily work in a serial fashion as in the traditional
value chain models. The study adopted a case study design. Both primary and secondary
data sources were used. Primary data was collected using an interview guide as the key
instrument. The study was based on the two Deloitte & Touché offices in Kenya based in
Nairobi and Mombasa. The research targeted all the heads of departments in each of the
16 departments. Secondary data was collected through company magazines, newsletters
and journals. Data was analyzed using qualitative approach, particularly content analysis.
The study response rate was 82 percent.
The respondents acknowledged that at least some of their department‟s value chain
activities were an input to another or other departments within the organization. This
was an indicator of integration of activities within the organization service value
chain. Findings revealed that parameters of performance measurement of value chain
activities link to the firms overall objectives. Financial performance was the key
parameter of performance within most of the departments. It was observed that value
chain activities were strategically tailored to gaining competitive advantage for the firm.
Investment in quality staff, client‟s value creation in all services, punctuality and
reliability, learning and development, quality control, technology and corporate social
responsibility were identified as the key value chain activities that made Deloitte &
Touché, Kenya stand out as a number one choice in the Kenyan market.
The study recommends that unlike value chain in product industries, service industry
should focus more on human resources management value chain activities so as to
capture the best of its people. They should therefore be driven by the strength of its
people to enable them offer high quality services. Whereas primary activities should
focus on utilization of the professional skills, the support activities should largely focus
on empowerment of human resources for high quality professional client service. | en |
