Browsing by Author "Ogola, Fredrick"

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    Corporate social innovation in East African Breweries Ltd.
    (Fundacio ESADE, ) Ogola, Fredrick; Mungai, Edward
    In December 2003, East African Breweries Ltd(EABL) launched a low-cost beer named Senator targeted at low-income consumers in Kenya. The decision was based on the realization that a significant portion of Kenyan alcohol market was divided between traditional brews and illicit liquors. These brews and liquors were leaving behind a trail of health problems on their consumers. The government of Kenya had requested EABL's help in solving this problem. Diageo, the london-based brewing giant, was EABL's main shareholder. EABL management had convinced Diageo that a low-cost beer was an appropriate response to the decline of EABL's market share while simultaneously being a socially responsible investment. However, a six-month post-lauch survey done in May 2004 had shown that senator was not selling as well had been projected. Further, the survey found that some EABL patrons were trading down from the premium brands like tusker to senator. In June 2004, Gerald Mahinda, EABL group managing director had only one question for Lemmy Mutahi, EABL marketing manager for emerging brands:how to make senator a sustainable social product innovation for EABL and by extension Diageo.
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    Emerald Case Study: Nike Davies-Okundaye: building a family social enterprise
    (emerald, ) Ogola, Fredrick; Onwuegbuzie, Henrietta N.; Adomdza, Gordon N.
    Case Study
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    Market share as an indicator for corporate social responsibility (CSR) spending: The study of Coca Cola’s market
    (Academic Journals, ) Ogola, Fredrick; Dreer, Thomas
    Although, prior research has addressed the influence of corporate social responsibility (CSR) on perceived customer responses, market value, and bottom line, among other drivers for CSR, it is not clear whether the market share of a firm is an indicator for CSR spending in different markets. The study examined the relation between Cola-Cola’s market share in traditional soft-drinks markets and new markets to see if there is a correlation between spending on CSR and market share. The hypothesis that there is a negative correlation between market share and CSR spending was not corroborated with clear evidence. However, the interesting finding was that markets with low relative market share were found to have low spending, markets with medium relative market share (MS) show rather high spending and from there, generally speaking, the social spending declines with increasing market share. Hence, managers appear to invest more on CSR in areas with fierce rivalry, where they have medium market share.