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Value Chain Analysis and Organizational Performance in Coca-Cola Company in Kenya; A Qualitative Analysis

Author

Listed:
  • Agar Quinter

    (Department of Business Administration and Management Science Maseno University)

  • Nyongesa Destaings Nyenyi

    (Nyongesa Destaings Nyenyi)

Abstract

This purpose of this research was to evaluate the dynamics between Value Chain Analysis (VCA) and organizational performance within the operational context of the Coca-Cola Company in Kenya. Grounded in the Process Theory, the study aimed at bridging the gap in literature by exploring the relationship between VCA and organizational performance. The study employed a qualitative approach, which involved in-depth interviews with key stakeholders, executives, managers, and employees engaged in value chain activities. Thematic analysis of the gathered qualitative data uncovered insights into how VCA served as a linchpin for identifying and evaluating primary and support activities within the company, guiding strategic decisions and fostering sustainable growth. The results recognized VCA as a decision-support tool, strategic pathways for sustainable growth, operationalized VCA insights to dissect inefficiencies and optimize resources. Employees showcased an understanding of how VCA mapped their roles, enhancing efficiency and contributing to the seamless flow of operations. The impact of VCA on organizational performance emerged as a central theme, with executives leveraging for competitive advantage, managers translating insights into substantial cost savings and heightened productivity, enhanced job satisfaction and productivity alignment. Challenges witnessed included data accuracy and strategy translation, opportunities were perceived in leveraging VCA as a predictive tool and fostering innovation. The alignment between VCA outcomes and the broader strategic goals of the Coca-Cola Company was evident, fostering collaboration and commitment within the workforce. The study recommends investment in continuous training and awareness; promote collaborative shareholder engagement, adopt technological solutions; nurture an innovation culture and periodically review VCA Strategies.

Suggested Citation

  • Agar Quinter & Nyongesa Destaings Nyenyi, 2024. "Value Chain Analysis and Organizational Performance in Coca-Cola Company in Kenya; A Qualitative Analysis," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 8(7), pages 784-805, July.
    • Handle: RePEc:bcp:journl:v:8:y:2024:i:7:p:784-805
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    References listed on IDEAS

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    1. Margarethe F. Wiersema & Harry P. Bowen, 2009. "The use of limited dependent variable techniques in strategy research: issues and methods," Strategic Management Journal, Wiley Blackwell, vol. 30(6), pages 679-692, June.
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    3. Igor Linkov & Savina Carluccio & Oliver Pritchard & Áine Ní Bhreasail & Stephanie Galaitsi & Joseph Sarkis & Jeffrey M. Keisler, 2020. "The case for value chain resilience," Management Research Review, Emerald Group Publishing Limited, vol. 43(12), pages 1-1, June.
    4. Luo,Xubei & Xu,Xuejiao, 2018. "Infrastructure, value chains, and economic upgrades," Policy Research Working Paper Series 8547, The World Bank.
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