| dc.description.abstract | In the recent past, the business environment has witnessed an increase in the number of
players offering the same or similar goods and services. This shift has also been
experienced in the television industry in Kenya. The liberalization of the economy and
improved telecommunication have led to an influx of television stations in the county.
This has led to increased completion in the industry and so the individual stations had to
come up with strategies to remain relevant and survive. This study seeks to investigate
the application of Porter’s value chain in the Kenya television industry and whether the
application leads to competitiveness. The objectives of this study were to determine the
value chain activities through which television stations develop competitive advantage in
Kenya, establish the level of familiarity in Kenya and the barriers of the application of the
value chain management concept. In carrying out this study, a census survey was applied.
Both primary and secondary data sources were used. Primary data was collected using a
questionnaire as the key instrument. The questionnaire used was designed to capture the
unique characteristics of the entire population. The research targeted the either the
general manager, or the person in charge of strategy in the organization. The researcher
used Microsoft Excel and SPSS software for data analysis. Charts, tables and narratives
were made on findings. The study revealed that the television industry is aware of the
existence and application of the Porters value chain management concept. There was also
an indicator of integration of activities within the organization value chain. It also
revealed that programming was the most important factor in running of a television
station in Kenya. The study concludes that value chain leads to the competitiveness of the
television stations in Kenya and that it leads to improved services and reduction in the
running cost. The facilitators of value chain management in the television stations are
shared planning and forecasting. On the other hand, the barrier to this is the
organizational structure and financial constraints. The limitations of this study were that
it focused only on the free to air stations and also, not all the questionnaires were
answered. | en |
