IMPROVING VALUE CHAIN ACTIVITIES THROUGH THE APPLICATION OF E-BUSINESS: A CASE OF KUMASI POLYTECHNIC

DR. ASIAMAH YEBOAH

Abstract

This study aims at improving value chain activities through the application of e-business using Kumasi Polytechnic as a case study. The study used descriptive research method for the collection of data from hundred respondents-both teaching and administrative staff of Kumasi Polytechnic. Questionnaires were used for collecting data and the data was analyzed and processed using Statistical package for social science (SPSS). The results of the study indicate that because admission forms are processed manually, it delays the whole process and in the end the polytechnic loses their potential students to competitors such as Sunyani and Koforidua polytechnic. The study conclude that if the trend does not change, the polytechnic’s budget will keep on going up because the amount of employees needed to do various works will be more in as much as the manual operations require more people as compare to the computerized system there-by demanding more money to pay them.  As the key issue in the value chain decisions is how to ensure effective collaboration or partnership between individual members in the supply chain to maximize the effectiveness of their contribution towards adding value across the entire value chain, the study recommends that management of the polytechnic should assess individual contribution in the supply chain before making decisions about efficiency, transaction costs and many more. 

THE RELATIONSHIP BETWEEN INTERNAL MARKETING AND CHANGE MANAGEMENT: A CASE STUDY OF COCA COLA GHANA LTD.

Dr. Asiamah Yeboah                                                                   

Abstract

The primary purpose of this paper is to undertake an exploratory study on the conceptual framework of internal marketing and change management. The link between internal marketing and change management has become the subject of an important and ongoing debate. It is believed that the best way to make external customers happy or satisfy is to first make internal customers-employees happy so that they will in turn satisfy the external customers. Thus, the ability of top managers to implement new strategies is constrained by employees’ unwillingness to buy into these new ideas. The study identifies both internal and external forces that drive change and further shows the reasons why employees most at times resist new ideas. The strategies managers employ to deal with employee resistance to change is also dealt with. It is revealed that internal marketing and change management have strong positive correlations in as much as internal marketing helps change the attitude of employees and also provide them with the necessary information they need to perform effectively. The study concludes that successful implementation of new ideas requires a very strong internal marketing to encourage employees to buy into such new ideas.