The impact of mergers and acquisitions on employee well-being in the beverage industry: The CCBSA coastal region case
- Authors: Belle, Isabel
- Date: 2020
- Subjects: Employees health promotion -- South Africa -- Eastern Cape , Beverage industry -- South Africa
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/49751 , vital:41796
- Description: Globalisation, technological advancement and currency regulations are key motivators for companies to invest in foreign countries. As new entrants enter the market companies are faced with the threat of market share loss due to increased competition. The increase in the global competitive landscape has a direct impact on the rise of Mergers and Acquisitions (M&A). The growth potential of companies that experienced mergers has resulted in the boom of M&A over the past three decades. In most cases M&A have resulted in job losses and in some demotions. It is no surprise that these transactions result in an anxious and stressed workforce. The merger of the three soft drink bottlers in South Africa namely: CCF, Shanduka and ABI has brought about changes that have left some employees feeling anxious about the future. The combining of different cultures from the different entities can have a negative effect on employees as they would need to adapt to a different culture of the new formed entity. M&A were first introduced in the United States during the eighteenth century and moved into Europe in the nineteenth century. A large body of research has been concentrated in the United States and European markets to understand phenomena relating to such activities in developed countries. M&A activities have also transcended into developing countries. Over the past few years M&A transactions have become a critical gateway for investment in Africa for both local and universal market players. The aim of the study is to understand the employees’ state of mind in the workplace after the merger. The results of the study show that employee morale prior to the merger was higher when compared to post the merger, which implies that employee morale has declined post the merger. The results indicate that after the merger there was a significant decrease in trust, motivation, employee well-being and job satisfaction.
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- Date Issued: 2020
Critical success factors of a route-to-market strategy in the South African beverage industry
- Authors: Mackenzie, Robert Duncan Mcintyre
- Date: 2018
- Subjects: Delivery of goods -- South Africa -- Management , Beverage industry -- South Africa , Marketing -- South Africa -- Management , Sales management -- South Africa , Customer services -- South Africa -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/22552 , vital:30005
- Description: Effective distribution has become a big challenge in the Fast Moving Consumer Goods (FMCG) industry, especially beverage manufacturers. This study has covered an analysis of the varying Route-to-Market strategies for primary and secondary distributors, and this data was used to provide a foundation for formulating a beverage industry Route-to-Market model based on identified critical success factors. It offers insight into the implementation process in the varying markets, highlighting the importance of tailoring the Route-to-Market model to specific markets, and the importance of keeping the processes customer focused. The objective of this study was to identify the critical success factors of Route-to-Market in the beverage industry of South Africa, specifically investigating the financial viability of the selected distribution method, the knowledge and talent management of the employees and customers, the impact and effect of product availability, the level and importance of service excellence, and analysing the significance of strategic planning. This was followed by a qualitative explanatory case study methodology and research design, using multiple embedded units of analysis, in the form of semi-structured interviews and provided a valuable insight into success factors of Route-to-Market in the beverage industry of South Africa. The overall conclusion is that an effective Route-to-Market model, which has a well-established customer base at its centre, will significantly improve the satisfaction of customers in terms of quality and respect for services rendered. It is recommended that a company should review its Route-to-Market strategies regularly as to ensure the model is as relevant as possible.
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- Date Issued: 2018