Organisational transformation: a case of Delta Beverages

Abstract

The study explores the causes for transformational failure at Delta Beverage Centres in Zimbabwe's Southern Region. Utilising a sample of 53 respondents drawn from different departments and positions of hierarchy, the study sought to establish reasons for the decline in sales, poor departure compliances and high operational costs. Self-administered questionnaires and semi-structured interviews were used to collect the data required for the study. All the data was analysed using descriptive statistics and analytical statistical tools such as reliability and goodness of fit tests. The study met all the objectives it had set to achieve. Amongst other findings, the study revealed that there were poor communication and coordination between transport and distribution departments. From the study, it also emerged that poor product stocking by Delta Beverage Centres (DBCs} caused by an unreliable freighting company contracted to transport products from central stores to DBCs and a reduction in shelf space, contributed to the decline in sales. The study recommended that the company invest in communication technology or gadgets that would enhance communication and coordination between departments to improve departure compliance and the relationship with its stakeholders. To address the challenge of declining sales, the study suggested ways that would improve product availability at DBCs and ways of regaining shelf space for its products.