Strategy Implementation on Performance of M-Commerce In Kenya’s Commercial Banks

A paper Presentation during the EAMARC III Conference held at USIU-Africa from 15th November to 17th November 2016In Sub-Sahara Africa (SSA) financial systems are underdeveloped with inefficient banking sectors (EIB, 2015). Only 34 percent of adults in SSA were banked in 2014, making financial access in SSA among the lowest in the world (World Bank 2015). While it is estimated that only 2 percent of adults worldwide have a mobile money account, in SSA 12 percent of the population have a mobile account (EIB, 2015). Kenya’s banking industry has one of the most successful mobile banking models – M-Pesa (KPMG, 2015). M-Pesa had a subscription of 19 Million while the leading bank’s M-commerce provider Equity (Equitel) had 1.4 million users (CAK, 2015).Top level management rely on cooperation of middle and lower managers. “Well-conceived policies and procedures aid strategy execution” (Hough and Thomson, 2011). Firms are not just economic entities, but social entities, in which conscious deliberations by individuals and teams can achieve extraordinary results (Koch, 2011). Hough et al. (2011) argued that while successful strategy making depends on business vision, successful strategy implementation depends on working with and through others