ABSTRACT The coca cola company is the worlds largest beverage producer, refreshing consumers with nearly 500

sparkling and still brands. Along with coke (recognized as the worlds most valuable brand) the companys portfolio includes 12 other billion dollar brands. Through the worlds largest beverage distribution system, consumers in more than 200 countries enjoy the companys beverages at a rate of nearly 1.6 billion servings a day. Established in 1886, its mission is to refresh the world, to inspire moments of optimism and to create value and make a difference in its customers. In Kenya coca cola is represented in eight product categories in the beverage market. About 70% of Kenyas predominantly Christian population doesnt drink alcohol. But in this cosmopolitan country of 33 million people, much of the socializing, particularly among young professionals, revolve around the pub scene. I t is in pursuance of this facts that in March 2008, East African Breweries, a unit of the London based spirits maker Diageo, introduced Alvaro, a non-alcoholic, light malt drink. A company that Coca Cola never viewed as a competitor in non- alcohol drinks business, now became more than a threat. In order to fight for its share of market a change in strategy and to some extent operations was inevitable. There was therefore an urgency to react quickly and promptly. Eight months later, Coca Cola responded by launching its own malt drink Novida backed by a major media blitz. Even though Coca Cola was able to easily implement changes by building on what it had done before and what it had in terms of people, technology, facilities and finances; it had to pay in terms of spending and loss of its customers due to the fact that it was not at par in terms of innovation. East African Breweries had spent only about $ 600000 in promotion, which was enough to create a buzz around Alvaro, while Coca Cola spent about $ 1.5 million in advertisement for Novida. This brings out the need to analyze the environment frequently and come up with innovations and solutions to cope with it. It is only companies that are open minded, flexible and willing to involve its people that will survive in this turbulent ever changing business environment.

1.0 INTRODUCTION Faced with the need to produce a new product in order to maintain its market share and remain relevant to the consumer needs, Coca Cola Kenya had to come up with a formulae for producing Novida; a way of introducing all the relevant supporting changes and communicating the urgency to all of its employees; and a way of utilizing the available resources the best way possible without interrupting production of other brands.

1.1

Strategic change

Strategic change is essentially a holding pen for strategic projects. Introduction of Novida being a strategic project necessitated by change in the competitive business environment, needed some form of planning in terms of goals to be achieved, implementation strategies and implementation revenue/budget. This change can therefore be seen as an evolutionary change that necessitated building on what the company had. Faced with unexpected competition, evolutionary change that incorporated low strategic change and organizational change was the only way forward for Coca Cola. According to Integrated Strategic Change (ISC) model this can be termed as convergence level of organizational change. Table 1: Integrated Strategic Change model Change to strategy low Change organization to high low Convergence Strategic revision Strategic adaptation high Re-orientation

Coca Cola having been producing soft drinks for a long time needed to fine tune its strategy and the organization in order to effectively produce Novida without much changes in both. This was the only way that change brought about by introduction of a new product could be logically consistent. In order to reduce resistance to change the leaders saw this as fine tuning the organization strategy fit. The company faced by a threat of a substitute product of most of its products and entrance of a new competitor (EABL), had to align its strategy and structure to accommodate production of Novida. The levels of strategy that needed revamping included:Corporate level: Here sayings like no battle plan ever survived the first encounter with the enemy are used to illustrate not just the dynamic nature of strategy but also the need to respond to competitors who do not always behave as anticipated. In order for Coca Cola Kenya to remain competitive; it changed its direction, composition and coordination of various activities by introducing new customer relations representatives and a brand manager responsible for marketing and controlling the activities concerning sales, promotion and advertisement of Novida. The main objective of Novida was to enable the company remain competitive.

Business level: It was only Coca Cola Kenya that was affected by the introduction of Alvaro and not any other part of the global company. Introduction of Novida therefore was distinctly and strategically for the Kenyan market. Functional level: In order for the new change to be successful all the individual business functions and processes such as finance, marketing, manufacturing, technology and human resource had to be organized and mobilized in order to achieve the desired outcome and objectives. Integration and translation of the strategies formulated at the corporate and business level was the key thing here. Coca Cola Kenya having been in business for long and succeeded, involved all its employees in the formulation and implementation of the new strategy in order to outwit, out bluff and out manoeuvre its rival EABL. Novida being the companies first fruit flavored malt non alcoholic beverage, came in three different flavors (Pineapple ,Apple and Tropical) packed in 300ml returnable glass bottle and in 250ml slim line cans contrary to EABL s Alvaro that came in two flavors only (Pineapple and Pear) and packed in 330ml returnable glass bottle. The introduction of a third flavor (i.e. Tropical) and 250ml slim cans was a bright idea to cater for the customers preferences. Coca Cola Kenya is well known as a profitable, innovative giant in nonalcoholic drinks while EABL is another giant in its capacity as the leading beer brewing company with the best marketing and innovation strategies in Kenya. This being the case, Novida would not beat Alvaro easily and therefore Coca Cola introduced a fully integrated marketing campaign that included innovative print and electronic advertising. , Billboards, mall branding, point of purchase displays, interactive media via the web and mobile phones among others. 1.2 Operational change Coca cola Kenya had to change in the way it was doing things in terms of production processes and daily activities in order to integrate production of Novida in the system. It had to be able to effectively deploy superior and unique resources in order to have lower costs and a better product than EABL. For this to be achieved, Coca Cola built competency in its work force and introduced new technology to cope with the expected demand and to ensure quality. Changes in operations included change in the production process and schedule to include production of Novida, Change in computer software and packages and change in the roles of the departmental heads and other employees. This was done through collaboration, involvement, participation and discussions with all the stakeholders in order to ensure that the position of the company as Kenyas leading nonalcoholic drink supplier remained, and customers tastes and preference were taken care of

2.0 FORCES OF CHANGE The change in business environment, brought about by entrance of a new competitor (EABL) in the nonalcoholic drink business with a new product (Alvaro) that was seen as a substitute to Coca Colas non alcoholic drinks (i.e. Coke, Sprite, Fanta etc) created new requirements for success in the marketplace as customers demanded a new product. Meeting these new marketplace and customer requirements demanded the formation of new business strategies, which in turn required certain changes in the organizations structure, systems, processes and technology in order for the change to be implemented successfully. The scope of these organizational changes required some change in the organizations culture in order for Novida to succeed. This cultural change demanded change in leader and employee behavior, which further required leaders and employees to shift their mindsets, often about meeting customer needs, their business model, how work was done and how they worked with each other. Forces of change are therefore: 2.1 Environmental forces Faced with the decrease in the market share due to introduction of a non-alcoholic drink (Alvaro) by EABL, Coca cola needed to adapt and adopt new ways of doing business in order to remain competitive .The competition and politics that followed forced Coca cola to change by introducing Novida with its pitch: Novida gives you a lift (its the drink that will refresh you after a long, hard day of work) Novida has the same taste as Alvaro but comes in three different flavors rather than two, which Alvaro has, in order to meet the different tastes and preferences of customers. 2.2 Market place requirement for success. This is the aggregate set of customer requirements that determine what it takes for a business to succeed in its market place .For Coca cola to succeed in its market place it had to come up with a superior product, promotions and advertisements than its counterpart and ensure speed of delivery, customization, capability, high level of quality and continuous innovation. As people progress in life their expectations, tastes, preferences and general requirements keeps on changing and it is only imperative that companies like Coca cola keeps changing in order to address them. 2.3 Business imperatives Business imperative outline what the company must do strategically to be

successful, given its customers, changing requirements. Coca Cola achieved this by systematically rethinking and changing its vision, strategy, goals and services in order to meet requirements that come with production of a new product. 2.4 Organizational imperatives

This is what Coca cola had to change in its structure, systems, processes, technology, resources, skill base and staffing in order to successfully realize its strategic business imperatives 2.5 Cultural imperatives: Cultural imperatives denote how the norms or collective way of being, working and relating in the company had to change to support and drive the organizations, new strategy and operations. Employees had to work longer hours than normal and be more vibrant in marketing, production and promotion in order to support the change. 2.6 Leader and Employee behavior Collective behavior creates and expresses organizations culture. Behavior speaks to more than just over actions; it describes the style, tone or character that permeates what people do, and how their way of being must change to create the new culture. Leaders and employees had to choose to behave differently in order to recreate organizations culture 2.7 Leader and employee mindset Mindset encompasses the worldview assumptions, belief or mental models that will cause people to behave in ways that will drive a sustained change in behavior and culture. Becoming aware that we each have a mindset and that it directly impacts on our feelings, decisions, actions and results is often the critical first step in building individual and organization capacity to change. A shift of mind set in Coca cola was required for leaders to recognize changes in the environmental forces and marketplace requirement, thereby being able to determine the best new strategic business direction and operation. Mindset change in employee was required for them to understand the rationale for the changes that were asked of them.

The drivers/forces of change can be diagrammatically represented as follows; Environment

 Market place Requirement for success Business imperatives Organizational imperatives Culture imperatives Leader and employer behavior Leader and employer mindset

3.0 RESISTANCE TO CHANGE Introduction of Novida was not without resistance, it was met with a lot of criticism from both the employees and the customers due to its timing. Employees felt that the pressure exerted on them to perform was too much. They also did not understand why they had to produce another product while they had many other non-alcoholic brands that could be promoted to compete with Alvaro. They feared what would happen if the new product was not successful in the market and did not want to change the way they were used to doing things (in the production line) and in the organization as a whole.

4.0 VISION MISSION To strategize and execute the strategies the best way possible in order to remain relevant and competitive in the market place: Based on an understanding of ever evolving customer needs and preferences, Coca Colas core value is to introduce products featuring new ingredients, flavors and benefits in order to satisfy the customers. For decades, Coca Cola has been number one sparkling beverage provider in the world. The strength and continued growth of its brands provides the oxygen for rapid expansion in the beverage portfolio. The company is constantly assessing new opportunities

in terms of technology, brands, employees and the society in order to reach the consumers and meet their evolving needs and taste preferences. It is focused on thinking about what the customers want right now and anticipating what they will want tomorrow. The companys ability to change in correspondent with the ever changing turbulent environment has seen introduction of many highquality additions to its brand portfolio (latest being Novida) and has made them a success over the years.

5.0 CHANGE MANAGEMENT MODEL Coca Cola Kenya faced with unexpected competition and change in consumer preferences and taste had to change urgently in order to remain competitive in the beverage industry. The managements responsibility was to detect trends in the macro- environment as well as in the microenvironment, so as to be able to identify changes and initiate programs. It was also important to estimate what impact the change would likely have on employees behavior patterns, work processes, technological requirements, and motivation. Management therefore had to assess what employee reactions would be and draft a change program that would provide support as workers go through the process of accepting change. The program would be implemented, disseminated throughout the organization, monitored for effectiveness and adjusted where necessary. Coca cola exists in a dynamic environment that is subject to change due to the impact of various change triggers such as entrance of a new competitor. To continue to operate effectively within this environmental turbulence, the company had to change in response to the externally initiated change. However, the change also had some impact upon the individuals within the organization. In order to effectively manage this emergent change, an understanding of the possible effects of the change upon people and how to manage potential sources of resistance was necessary. This being the case the best model to manage this change was ADKAR model. The goals or outcomes defined by ADKAR are sequential and cumulative. An individual must obtain each element in sequence in order for a change to be implemented and sustained. To use ADKAR model effectively, there is a need to understand the underlying framework for change initiatives. In the diagram below change happens on two dimensions; the business dimension (vertical axis) and the people dimension (horizontal axis). Successful change happens when both dimensions of change occur simultaneously.

Post implementation

Implementation

Concept and design

Business

Awareness

Desire

Knowledge

Ability

Reinforcement

The business dimension of change includes the typical project element; The need for change; Coca Cola needed to change so that it could remain competitive in the beverage market and in order to meet the tastes and preferences of the customers. Strategy to be adopted; Coca Cola had to come up with a new concept and design in order to meet the needs of its customers. This concept came out as a new product (i.e. Novida) that was to fight Alvaro (EABL product) in the market place. Business processes; all the departments and processes within the company were affected. The production department had to come up with a formula, production process and packaging of Novida. The sales and marketing department had to promote and market the new product. Procurement department had to place orders for the materials needed to produce the new product and the finance department had to avail the money required for successful production and marketing of the product. Implementation; Novida was produced using and altering the available resources. The success of the production process was as a result of team effort and commitment. Post implementation; the change was to be maintained through rewards, reinforcement and continuous innovation. How employees experience the process of change is very important to any change effort. People may experience different things at different stages of the change process. Managers focus would be to help employees cope with changes through the various stages of change because success depends on how they facilitate people to go through change with minimum stress or strain.

Effective management of the people dimension of change requires managing five key goals that form the basis of the ADKAR model; Awareness of the need to change; our natural reaction to change, even in the best circumstances is to resist. Awareness of the companys (Coca Cola Kenya) need to change was a critical ingredient and had to come first. Everybody in the company had to know that the company needed to produce a new product to compete with Alvaro in order for the company to remain relevant in the market place. Desire to participate and support the change; awareness created of the need to produce Novida left many within the company asking themselves how soon will this happen?; how will this impact me; and will I receive new training? Knowledge of how to change (and what the change looks like); employees at Coca Cola needed help on how to change; what was expected; what was in the change for them (the context of the change) and what the benefits were. Through proper knowledge the employees were able to participate in production of Novida willingly, knowing that they stood to benefit from the change. Ability to implement the change on a day-to-day basis; through empowerment by availing all the information needed about the production of Novida and training, the employees were able to carry out the activities properly in a synchronized manner. Reinforcement to keep the change in place;- in order for the employees to continuously adapt, adopt and help to ensure success of Novida in the market, they were encouraged through rewards and recognition of those who initiated the product. The power of ADKAR model is that it creates focus on the first element that is the root cause of failure. When change is approached using this model, it is easy to identify where the process is breaking down and which elements are being overlooked. This avoids generic conversations about the change that rarely produce actionable steps. This results-oriented approach helps focus energy on the area that will produce the highest probability for success.

6.0 CHANGE MANAGEMENT PRACTICES A good change management practice should emphasis on four principles, namely; urgency, vision, empowerment and execution. Urgency.

An organization should inform employees on a continuous basis of its plans for the future, the competitive market pressure it faces, customer requirements and the performance of its key competitors. Through this, members of the organization come to appreciate that change is not only inevitable but is being undertaken to safeguard rather than threaten their future. The cause of urgency for change in Coca Cola Kenya was the change in competition and subsequence change in customer needs. The employees needed to know the urgency of the change so that they could be energized to change, be motivated, inspired and be able to understand things in a better way. Vision

The creation of a vision should be an iterative process whereby options are identified, an initial vision is created and the gap between this and the present circumstances is identified. Then the organization considers its strategy options to bridge the gap and in so doing refines the vision itself. The vision created by the company (Coca Cola) was clear and concise and one which inspired people. It was built around customers, widely shared within the organization, linked with the daily behavior and communicated in few words that captured everybodys attention. Empowerment

Employees should be provided with skills and knowledge so that they are able to act correctly. In the case of Coca Cola it ensured that its employees were equipped with capacity to do their job, knew the consequences of their actions and had control over how they would contribute to the organization. Execution

This involves alignment of systems and structures around the customers. Coca Cola had to introduce production of Novida into the production schedule/line and other departments that had to deal with marketing, procurement of raw materials, budgeting etc of the same. 6.1 Elements of Change Management Practice The change that the company was undergoing was an emergent change that required alignment of the companys strategy and resources in order to incorporate production of a new product. This being the case the change was seen as a continuous process that required management of it to be seen as a core capability that needed to be developed and all staff to be competent. Change management practice comprised three interlinked elements; Objectives and outcomes Planning the change

People

6.1.1 Objectives and outcomes For a change to be successful its original objectives should be properly thought out and consistent. Openness and rigor in development of objectives not only makes it harder to disguise political considerations, they also allow assumptions regarding the merits. This element encompasses four factors; 6.1.1.1 The trigger Organizations should only investigate change for one of the following reasons: The companies vision/ strategy highlights the need for change or improved performance. Current performance or operation indicates severe problems or concerns exist Suggestions or opportunities arise that potentially offer significant benefits to the organization

If one or more of the above arise, then this should trigger the organization to asses the case for change which leads to the next phase. For Coca cola, the change in competition brought about by introduction of a new non- alcoholic drink by unexpected competitor threatened its market share and its core business. This was an enough reason to trigger change in order to remain relevant in the market place 6.1.1.2 The remit This should state clearly the reasons for the assessment, its objective and time scale and who should be involved and consulted .The remit should stress the need to focus as much on the people aspects as the technical consideration involved. In addition, must make it clear that those who will carry out the assessment must look at all options rather than merely considering one or two alternatives. There must be clarity and agreement about who has the responsibility and authority to initiate change before an assessment begins. For companies like Coca cola that have innovations department most of the change is usually initiated from this department, especially the one that concerns the introduction of new products like Novida. 6.1.1.3 The assessment team This is the body that assesses the need for change. In most cases this is a multi-disciplinary team consisting of representatives from the area affected (both the manager and staff) and specialist staff (e.g. finance, innovations technical). It may also require the involvement of senior managers 6.1.1.4 The assessment

The first task of the assessment team at Coca Cola was to review and if necessary clarify or amend its remit. After this it began the assessment, which comprised of the following four steps: Clarification of the problem or opportunity by gathering information especially from those involved. The information was gathered from the customers and members of staff. Investigation of alternative solutions through wide range examination to establish the range of possible solutions to the problem. These was tested against an agreed list of criteria covering cost and benefits in order to eliminate those solutions that were clearly inapplicable and to highlight those that appeared to offer the greatest benefit. Feed back: The definition of the problem or opportunity and the range of possible solutions was discussed with interested or affected parties, particularly those from whom information was collected in the first place. This helped to counter the tendency to fit solutions to problem. Recommendations and decisions were presented in a form that clearly defined the problem/ opportunity, identified the range of solutions and established the criteria for selection. These recommendations included not only the type of change but also the mechanics and timescale of making the changes and the resource implications, as well as performance targets for the new operation. This then left the ones responsible for making the final decision in a position to assess, modify, defer or reject the assessment teams recommendations in the light of the vision and strategic objectives of the organization. The decision being to proceed with the proposed change, then it became necessary to begin planning the implementation process. 6.1.2 Planning the change Whether the need for change arises from an organizations strategy or emerges in some other ways, once it has been established that it should take place and what form it should take, it is then necessary to plan how this will be achieved and then to implement the plan. The following six interrelated activities were considered during planning and change process. Establishment of a change management team, which included those responsible for the original assessment of the need for change. Management structure: All the senior managers especially the group managers were well informed and updated as the plan to produce Novida commenced. Because the senior managers were less directly involved effective reporting and management structure were put in place in

advance in order to provide direction, support, resources, and where necessary decisive interventions. Activity planning: This is the process of getting from here to there. Activity plan is the road map for the change effort, so it is critical that it is realistic, effective and clear .It involves constructing a schedule for the change program, citing the main activities and events that must occur if the transition is to be successful. Commitment planning: this involved identifying key people and groups whose commitment was needed and deciding how to gain their support. Designating someone as a key person was concerned less with their nominal position or level of authority in the organization than with their ability to block or promote particular changes. The reasons being they may have the power to dispense or withhold specific resources or information or because others look to them for guidance or leadership even though they have no formal role in their respect. Audits and post audits: It was important to monitor the progress and see to what extent objectives were being met. This allowed the plans to be modified in light of experience. It also allowed for opportunities to improve on the original objective to be identified or created. After a particular milestone had been passed in the process of production and marketing of Novida a post audit was carried out to establish whether the objectives were being met and to ascertain the lessons that could be learnt for future projects. In addition, periodic reviews gave senior managers the chance to praise, support and encourage those carrying out the change. Training and development: this being a key part of the change project, it took a number of forms. The obvious one was in relation to new skills and competence that were necessary. It was the intention to leave employees with the ability to pursue continuous improvement, once the change had been substantially achieved and to make them aware of the need for change and to win them over. Training also contributed to other objectives such as cultural change, because it was structured in such a way that it promoted teamwork or inter departmental cooperation. Though planning change was in some ways a technical issue, it was also very much a people issue. The success of the change effort hinged on Coca Colas ability to involve and motivate the people concerned and those whose support was necessary. 6.1.3 People For the change to be successful, there were three people related activities that needed to be understood. 6.1.3.1 Creating a willingness to change Even when change is purely of a technical or structural form, there has to be willingness amongst those concerned to change: to accept the new arrangements. In an ideal world, organization would want

every one to buy into a change project. However, the important issue is to win over the critical mass of individuals or groups whose active commitment is necessary to provide energy for change to occur. At Coca cola they have put and they are continuing to put a great deal of effort into creating a climate where change is accepted as the norm and the critical mass is already present or needs a little effort to assemble. In order to create willingness for change, a sense of urgency, a feeling of dissatisfaction with the present, there are four steps that Coca Cola took. Making people aware of the pressure for change .The organization has always informed employees on a continuous basis of its plan for the future. The competition /market pressure it faces, customer requirements and the performance of its key competitors. This has been a participative process where the staffs have opportunity to question, make comments and suggestions. Giving regular feedback on the performance of individual processes and areas of activity within the organization. This allowed the company to draw attention to any discrepancy between actual performance and desired present and future performance. Understanding peoples fears and concerns Publicizing successful change .In order to reduce fears and create a positive attitude toward change, Coca Cola has been publicizing the projects that are seen as models of how to understand change and the positive effects change can have for employees. This does not mean that mistakes have been hidden or poor outcome ignored; these have been examined, explained and lessons learnt. As the above four steps show, in order to create willingness for change, an effective two way flow of information has been vital. 6.1.3.2 Involving people Appropriateness of an involvement strategy needs to be judged less by the type of change being considered and more by how people will react to it. To gain and maintain the active involvement of the critical mass, and to develop the momentum necessary to ensure that the project is successful, is not a one-off occurrence but an ongoing activity stretching over the lifetime of the change project. In order to attain this level of involvement Coca Cola ensured regular and effective communication in order to reduce peoples levels of uncertainty and involved them in the change and made them responsible for it. Communication and involving were essential to gaining peoples understanding of the need for change. Even though the change process was seen as being slow and difficult, steps were undertaken to ensure that commitment did not diminish.

6.1.3.3 Sustaining the momentum Even in the best run organizations, it sometimes happens that initial enthusiasm for change wanes and, in the face of the normal day-to-day pressure to meet customer needs, progress becomes slower and can grind to a halt. Given that momentum does not arise of itself nor continue without encouragement, Coca Cola ensured that resources for change were available, gave support to the change agents, developed new competences and skills, and reinforced desired behavior.

7.0 EVALUATION OF THE CHANGES Even though Alvaro (a product of EABL) was introduced in March 2008, Coca Cola had to wait for eight months before introducing Novida even if it realized the threat that Alvaro was posing on its nonalcoholic drinks. This is because introduction of Novida had to affect many other factors and numerous other changes had to be carried out in terms of structure, production, budgetary allocations and staff attitude, in order to support the production and marketing of the same. The company therefore, had to take into consideration the objectives and outcomes; planning of the change; and people for Novida to be a success story. It should be noted that production of Novida to counter Alvaro was not the only alternative that the company considered, but it took into consideration many other alternatives before finally choosing Novida to stabilize the change in competition and to take care of the change in consumer tastes and preferences. Though production of Novida and many other changes that followed may be seen as a technical exercise, it is not purely technical. It involved establishing objectives that brought about assumptions testing and challenging preconceived ideas. It also involved gathering both facts and opinions, and making judgments about which was the most important, and people who were the object of change as while as the implementers of the same. The biggest advantage that Coca Cola had in implementing the changes was that it always had seen change as an everyday occurrence especially in the range of its products and the continuous improvement, and the capabilities, skills and commitment required of both went hand in hand.

8.0 CONCLUSIONS AND RECOMMENDATIONS Coca Cola being the leading producer of non-alcoholic beverages in Kenya and around the world was faced with unexpected entrance of a new product (that satisfied the needs of many customers both sophisticated and unsophisticated) and a new competitor (EABL) who had the capacity both in terms of resources, assets, technology, innovations, skills and experience to turn the market around. Faced with this kind of environment and change in consumer taste and preference brought about by the new product (Alvaro) Coca Cola had to react promptly and urgently. First it started by revamping its promotions for its existing products through Wahi Kuwahi promotion and then introducing a new product (Novida) which had the same taste as its counter part (Alvaro). This brought about many changes within the company inform of structures, production, people and technology to cope with the

change in the business environment as discussed above. Many both within and without the company have criticized the move and the innovative capability of the company. Ndirangu Maina, Managing Director of Consumer Insight Africa, a Market Research Firm in Kenya, was quoted saying the nonalcoholic business is owned by Coca-Cola, it is amazing that an alcoholic company (EABL) would think of Alvaro before coke. This shows how turbulent a business environment can be and how companies need to be always prepared and should therefore; focus eyes on the future and hands on the present. Even though Coca Cola may have succeeded by introducing Novida into the market, it should be careful especially bearing in mind that it is fighting a giant that has been successful in all its competition battles (remembering how EABL fought Castle out of the Kenyan market). It should be able to sustain its share of the market by being more innovative, realigning its structures, enabling its peoples to support and participate in change, and revitalizing its distribution channels. It should realize that if EABL becomes very serious in the non-alcoholic drink business, things would get tougher and prepare for tomorrow knowing that today can tell much about what is to come. It should know that by using the same tools, as your enemy does not guarantee you success. You should develop superior and unique weapons to attack your enemies in order to succeed.

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