irectly involved in creating value for customers such as: the sources of materials; the process that develops the actual products; sales and distribution; client support, are considered the primary activities. While those that support these activities and indirectly create value for customers are classified as secondary in the value chain.
According to Tapscott, Lowy and Ticoll the value proposition of a value chain is the design and delivery of an integrated product or service that meets a specific set of customer needs. (p. 118) Analyzing the value chain helps companies fully understand their strength and identify which part of their operation or their processes are contributing best to creating value so that they can be reinforced.
Historically, technology has always been an enabler of business transformation. At the core of its impact, the current information technology advances is able to eliminate time and space in business processes, allowing business organizations to dissolve boundaries to achieve better, faster and cheaper commerce. Because of technology, processes that were previously implemented and operated manually became automated, enhancing productivity and allowing for more efficient and faster business processes. Information systems are examples of these information technologies. These are database technologies that provide efficient data storage and easy access.
Information technology’s role in the context of value chain is best put forward by Croteau and Bergeron (2001) when they discussed the concept of technological deployment as a process that corresponds to the way companies plan and manage information technology to benefit from its potential and effectiveness. They cited five recognized conceptual frameworks addressing the strategic aspect of information systems wherein technological deployment emerges. These five models were developed by various scholars and cover issues such as: the strategic value of technology; the contribution of