Monday, 07 May 2018
Monday, 07 May 2018 13:08

Coca-Cola turns 90 in Africa

The Coca-Cola Company today celebrates its global 132nd birthday and 90 years of operation in Africa.

Marked as Founder’s Day, 8 May 1886 was when Dr. John S. Pemberton sold the first Coca-Cola for just 5 cents in Atlanta, Georgia USA.

Ninety years ago, in 1928, the first Coca-Cola was sold on the continent, in Cape Town, Western Cape South Africa.

Today, with the help of more than 55 bottling partners, the company has expanded into nearly all sub-Saharan African countries through its Coca-Cola export business. Coca-Cola, along with a wide portfolio of products like Bonaqua, Dasani, Fuze Tea, Mazoe, Glaceau VitaminWater are becoming available ‘within an arm’s reach of desire’ to consumers.

To make this possible, the company has invested over the past nine decades in creating jobs, bringing new technologies to each country and improving distribution networks. It has also worked to empower communities and contribute to environmental sustainability throughout its markets in Africa.

Published in Business

African businesses need to take more decisive steps to prioritise data protection and enhance enterprise security in order to mitigate the high cost of cyberattacks.

Ken Munyi, Country Manager at iWayAfrica Kenya says the millions of cyberattacks that take place every year across the continent are cause for concern, particularly for Africa’s larger economies such as South Africa and Nigeria, as well as Kenya which was ranked as the 69th most vulnerable country in the Global Threat Index out of 127 nations, last year.

“Guaranteeing data protection is vitally important for minimising financial loss while also complying with regulatory requirements and meeting customer expectations. Organisations need to take a proactive approach to enterprise security and view it as a strategic investment as opposed to an onerous expense to the institution,” notes Munyi.

Since threats like ransomware and malware continue to reach new levels of sophistication, Munyi says traditional and one-size-fits-all defences are no longer enough to properly address and reduce the potential risks of a cyberattack. “Just as the physical security of a business might include burglar bars, security gates and CCTV cameras, a similar multipronged approach is necessary for cybersecurity and should encompass security at the network perimeter and end-point level, together with application, email and web security measures.”

Munyi recommends organisations carry out a comprehensive assessment of their existing processes and procedures, identify what needs to be protected, and assess the specific risks and potential impacts on the business. “The iWayAfrica approach is to treat every customer context as unique with regard to solution design, support and pricing. Any well-crafted enterprise communication solution should allow for personalised support and create discernible value by allowing organisations to thrive in their chosen areas of focus.”

Should a security breach occur, Munyi advises organisations first focus their efforts on mitigation of data loss and then formulate a plan of action that identifies where the breach originated, an assessment of the damage, and a strategy to prevent similar threats from materialising in the future. “According to current estimates, Kenya has lost about Sh20 billion as a result of cybercrime, yet only 4% of Kenyan companies spent more than Sh515,000 (the equivalent of 5,000 US dollars) on cybersecurity,” says Munyi.

The vulnerability of Kenyan organisations to cyberattacks can also be seen within the broader context of challenges faced by Telcos in the country according to Munyi. These include a shortage of skilled experts in the ICT sector and a disruptive political environment, particularly during election cycles, during which businesses opt to delay major decisions leading to a slowdown of economic productivity.

“Ultimately, issues around cybersecurity deserve increased planning and attention. There is no doubt that security reliability of information connected over distributed networks offering convenience to stakeholders is vital both in the public and private sectors,” concludes Munyi.

Published in Telecoms

Zimbabwe’s brand architecture after the downfall of Mugabe through the ‘soft’ coup of 15 November 2017 is hard to define.

The replacement of Robert Mugabe after the seizure by the military and his erstwhile Vice President Emmerson Mnangagwa, contributed to the weakening of an already fragile brand.

Enduring, albeit National Brands are naturally a representation of order strengthened by the consolidation of democratic ethos and values. This explains why the new president is struggling to take brand Zimbabwe on a new and acceptable trajectory.

Zimbabwe, post-Mugabe is facing an existential crisis of creating a brand promise and accompanying experience. This is because the leaders assumed office through force and power seizure rather than through constitutional means. The result of which is supposed to create a social contract, as both the promise by leadership and the ‘experience’ citizens and national stakeholders are supposed to enjoy.

If managed well, the impending 2018 general election is supposed to deal with this dilemma. However, it has become common knowledge that foreign powers like Britain and the European Union seem keen use the electoral process to launder the coup. This will only serve to delay the resolution of the brand crisis of legitimacy and credibility.

It is for the benefit of Brand Zimbabwe if the internal stakeholders engage extensively and build consensus on the electoral conditions that will lead to the plebiscite so that there won’t be any dispute on the outcome. Yet, the prevailing situation is that of an incumbent bent on pleasing outside forces rather than complementing internal stakeholders in building an enduring brand.
We need to examine three major national branding indicators in order assess where Brand Zimbabwe stands after Mugabe’s rule.

Defining the Big Idea

After Mugabe, the new regime seems to be struggling to define a ‘big idea’ that unites the people of Zimbabwe. This has seen the new leaders running around the globe, like proverbial headless chickens, riding on a rather hollow concept: ‘Zimbabwe is open for Business.’ This is a very weak idea, for lack of better phraseology.

It does not mean anything to internal stakeholders. It creates the impression that Zimbabwe is up for sale for pittance. The challenge for the new leadership that emerges from an democratic election which is not disputed would be to craft a big idea that would anchor Brand Zimbabwe. This big idea should become the shining light that will guide citizens in moving the country forward.

United States’ 44th president Barack Obama’s administration was anchored on inspiring its citizens on the promise that the USA could rebuild and reclaim its global leadership through the, “Yes We Can” and “Forward” campaigns. These big ideas served to motivate the citizens to buy into his vision to rebuild America after the debilitating global financial crisis on 2008.

Constant Messaging and Visual Style

Enduring brands are anchored on a constant set of positive messages. The new administration entered office on the promise of a ‘New Dawn! New Era’! This is an ambitiously bold statement which should be made when internal stakeholders are prepared to meet the brand promise.

With more than the definitive 100 days in office having elapsed, a new era is yet to see its dawn! The more things change the more they remain the same. This serves to expose the dysfunctional nature of the team in office. A team that is failing to meet the brand promise for lack of a big idea that will meet the citizens and stakeholders expectations.

Effective use of multiple media platforms

Zimbabwe has a very rich arts, culture, and sports heritage which lies largely untapped because of poor administration. We are home to the likes of World Karate champion Saiko Sensei Samson Muripo; heavyweight boxer, Charles Manyuchi, paralympian Elliot Mujaji; Olympic champion swimmer, Kirsty Coventry along with globally acclaimed musicians and artists who can be effective Brand Zimbabwe ambassadors.
This works if the brand is well managed and is free from the high reputational risk with which it is currently associated with Brand Zimbabwe. When the Big Idea is well defined, the messaging structured, then our media across all platforms can easily carry the message to a global audience.

In many of the instances, countries are focussed mainly on creating an ‘image’ rather than designing and offering a national brand experience. They end up failing to rally the citizens and external stakeholders around a single brand idea.

Countries must be alive to the following experiences that they should subject their citizens and stakeholders to:

Random experiences: Zimbabwe is in the category that delivers sporadic experiences. The citizens are never sure at any given time of what kind of experience to expect when they engage various departments and agencies. Surprisingly the country focuses on tasks and delivery of services, without considering the citizens’ perspective in measuring their impact.

Therefore, you find plenty of ‘very busy people’ but of little impact in delivering value. That’s why the president is all over the map telling whoever cares to listen that ‘we are open for business’, yet few believe him.
At one end the president is preaching free and fair elections, at the other, the military component in the ruling party commissariat are threatening to unleash violence. On one hand the country is pushing the dawn of a new era mantra, and yet on the other, it unleashes soldiers to kick out informal business from the CBD, tear gassing students peacefully petitioning the government to honor fundamental education rights at institutions of higher learning.

Differentiated experience: This is the ultimate approach towards delivering an exceptional citizen centric experience. The countries in this category are few.

Zimbabwe under Emmerson Mnangagwa is a brand without shape and form, mainly because of the means with which the administration usurped power, a military coup. This makes it difficult for it to build consensus through building a brand that appeals to the hearts and minds of a people.

Brand Zimbabwe is without a Big Idea, where citizens endure random experiences.

Tabani Moyo is the national director of the Media Institute of Southern Africa Zimbabwe, a chartered marketer, marketing, branding and reputation management consultant based in Harare. He writes in his personal capacity and can be contacted at This email address is being protected from spambots. You need JavaScript enabled to view it.
Lenox Mhlanga is a communication specialist and public relations consultant. He can be contacted at This email address is being protected from spambots. You need JavaScript enabled to view it.


( The Source)

Published in Opinion & Analysis
  1. Opinions and Analysis


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