IMPACT OF E-PROCUREMENT ON PERFORMANCE OF COCA

COLA UGANDA

BY

ACHORU AMIN ZUMURA

17/U/BPLM/1144/K/DAY

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 CHAPTER ONE

1.0 Introduction

This chapter will present background of the study, problem statement, objectives of the study,
research questions, scope of the study and significance of the study.

1.1 Background of the Study

The study will focus on impact of e-procurement on performance of coca cola Uganda.

E-procurement has the capacity of acting as an integrative technology that enables integration and
improvement of processes between departments. Flynn et al, (2010) define internal integration as the
degree to which two departments collaborate in the management of both inter and intra departmental
processes to provide maximum value for the firm. Researchers have argued that internal integration
of various activities in an organization will be able to enhance economic performance

A survey on E-procurement in Australia (Williams and Hardy, 2007) showed that E-procurement has
become an increasingly strategic topic in companies in different industries across the private and
public. Compared to a similar survey conducted two years before, E-procurement implementations
had increased in both scope and reach. More companies were investing in the electronic support of
procurement functions and processes

E-procurement is at the early adoption stage (Oke et al, 2006). This has been attributed to the
astronomical costs that are involved in the setting up of the infrastructure as well the skill gap that
exists in the labor market. ICT is considered as a key pillar in the success of vision 2030 by the
government of Kenya which aims at transforming the country into an industrialized nation. ICT
board has been set up by the government to spearhead the ICT revolution in the country which is a
positive signal for e-procurement (Oke et al, 2006).

The study will focus on Coca cola, Namanve Branch currently known as Century Bottling Company
manufactures both non-carbonated and carbonated drinks like Coca Cola Z&O, Sprite, Crest, Story,
Novida, Coca Cola, Fanta Orange, Sunny water most important to note is that the company employs
1,000 contractors and casual workers. According to coca cola website (www.coca-cola.co.ug) Coca
cola, Namanve Branch has 664 permanent employees and 99% are Ugandans and 1% is foreigners
and it has set her standardizer bottling operations. Coca cola, Namanve Branch manufactures both

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Plastic and glass bottles of 500ml and 300ml during the study we were told that mostly the company
uses glass bottles because it takes long for the products to go bad or expire

According to Coca Cola Handbook (2018) Coca cola, Namanve Branch mission statement states as
follows “To declares our purpose as a company and serves as the standard against which we weigh
our actions and decisions through refreshing the world in mind and spirit, inspiring moments of
optimism and happiness and to create value and mate a difference”. Coca cola, Namanve Branch
vision is to serve as the Frame work for our road map and guides every aspect of our business
continue achieving sustainable, quality growth

Presitti (2002) defined e-procurement as a technology solution that facilitates cooperate buying using
internet. It has the power to transform the purchasing process because it pervades all of the identified
by the supply manager. Electronic procurement is the electronic purchase and sale of goods and
services, usually through an internet based platform. It is a tool designed to improve the purchasing
process transparency and efficiency and help companies capture savings.
The following are the objectives of Coca cola, Namanve Branch;
 To maximize profits
 To ensure safety of their employees
 To offer employment opportunities
 To ensure that the environment is not attached by the operation
 To sweeten the world through supplying drinks

1.2 Statement of the Problem

Even though manufacturing companies undertake many initiatives to introduce procurement

professionalism or improve the organization, e-procurement influence on the organizational
performance of the manufacturing firms still remains uncertain. By accommodating e-procurement in
an organization, business, Coca cola, Namanve Branch has embraced e-procurement in order to
cut/minimize on its ever increasing costs, time saving,
Despite the fact that the company embraced e-procurement, it still faces couple of challenges such as
fraud, assessing information, maintain vendors role of e-procurement on supply chain management,
this has lowered the growth and performance of Coca cola, Namanve Branch and Coca cola,
Namanve Branch has fund its self in a very poor state in terms of its financial performance.

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It is from that background the researcher is interested to find out impact of e-procurement on
performance of Coca cola, Namanve Branch.

1.3 Purpose of the study

The purpose of the study is to evaluate the impact of e-procurement on performance of Coca cola,
Namanve Branch.

1.4 Objectives of the study

1.4.1 General objective

The main purpose of this study will be to examine the impact of e-procurement on performance of
Coca cola, Namanve Branch

1.5 Specific Objectives of the study

1. To find out the relationship between e-procurement and performance of Coca cola, Namanve
Branch.

2. To ascertain the benefit of e-procurement in organizational purchase supplies.

3. To find out challenges faced by e-procurement on supply chain management.

1.6 Research Questions

1. What is the relationship between e-procurement and performance of Coca cola, Namanve
Branch?

2. What are the benefits of e-procurement in organizational purchase supplies?

3. What are challenges faced by e-procurement on supply chain management?

1.7 Scope of the study

1.7.1 Geographical scope

The research will be carried out at Coca cola, Namanve Branch located at Namanve industrial area in
Mukono District along Jinja road

1.7.2 Time scope

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The study will take a period of 6 months that is being effective from March 2020 and ends in
September 2020.

1.7.3 Content scope

The study will basically consider the relationship between e-procurement and performance of Coca
Cola Uganda, challenges faced by e-procurement on supply chain management and the benefits of e-
procurement in organizational purchase supplies.

1.6 Significance of the Study

This study will provide valuable information to various stakeholders such as researchers as they
conduct studies in this and other related topics.

The findings of the study will equally enable managers to formulate e-procurement policies that will
ensure a positive impact on strategic performance of the firm.

The findings of this study will also enable manufacturing firms to understand the benefits they will
get from successful implementation of e-procurement strategies as well as the various challenges that
they face in implementing e-procurement within their firms.

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 CHAPTER TWO

LITERATURE REVIEW

2.0 Introduction

This chapter will present study literature; it highlights literature survey, literature reviewed in line
with what was written by other authors and researcher in line with electronic procurement and
performance of organisation. The review of literature for the study will be drawn from journals,
government publications, circulars, documents, books and newspapers dealing with implementation
of various E-Procurement project issues globally. The literature review will examine how various
studies have analyzed the concept of e - procurement, the influence it has had on firms that have
adopted it, the benefits and challenges the firms face as well as the barriers to effective
implementation of e - procurement.

2.1 Literature Survey

Basing on the literature reviewed by the researcher, there has not been any study focusing on the role
of e-procurement in Coca cola, Namanve Branch. Therefore this study does not represent any
attempt to duplicate existing studies on E-procurement on performance of Coca cola, Namanve
Branch.

2.2 Literature Review

According to Richard, Yip & Johnson (2009), organizational performance encompasses three
specific areas of firm outcomes, these are, Product market performance (sales, market share);
Shareholder return (total shareholder return, economic value added) and financial performance
(profits, return on assets, return on investment). Thus organizational performance comprises the
actual output or results of an organization as measured against its intended outputs (or goals and
objectives). The biggest challenge to performance in most organizations is the external environment.
The challenges that arise from the external environment include economic, environmental, political,
technological and socio- cultural (Snider and Rendon, 2008).

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The primary goal of organizational performance is to increase organizational efficiency and
effectiveness. Also organizational performance targets continuous improvement to improve
organizational efficacy, which involves the process of setting organizational goals and objectives in a
continuous cycle (Kaplan & Norton, 2001).

According to Hawking, Stein, Wyld and Forster (2004), procurement of goods and services
represents the single largest cost item for any given enterprise since each dollar a company earns on
the sale of a product it spends about $0.50-0.60 on goods and services. More capital is spent on the
procurement of materials and services to support the business's operations than on all other expense
items combined (Hawking et al., 2004).

The rise of e-business in the late 1990's led to the development of new opportunities related to
procurement: spend management, e-procurement, and joint product design and outsourcing
(Lancioni, Smith, and Oliva, 2000). The use of Information Communication Technologies (ICTs) has
dramatically changed services, people's expectations and business models of the quality and
efficiency of information sharing and service delivery (Brown, 2005; Maniam, 2005).E-procurement
systems aid in reducing transaction costs by automating processes, thus replacing human labor with
information technology..

In Africa, despite significant recent increases in internet sales in many countries, total B2B plus
business-to-customer internet commerce is still low (Walker and Harland, 2008). In spite of the
claimed business benefits that can come from embracing E-procurement, the extent of adoption in
Organization for Economic Co-operation and Development (OECD) countries is below expectations
and progressing slowly (Pires and Stanton, 2005).

2.3 Relationship between E-procurement and Performance

E-procurement actually automates the procurement and purchasing of a company by integrating the
buyers and sellers through relevant IT systems. Although, e-procurement is still in its infancy, some
companies have made impressive savings through radical streamlining of their buying activities. The
automation of the end to end procurement work flow has taken over the traditional purchase order
software since it helps in improve the organizational efficiency and control of the procurement
activities and the need. The advent of cloud computing concepts and using the cloud process for e-
procurement has automated the procurement process further. The management of contracts and
agreements, comparisons, price list verification product, article selection has not only become
simplified but also speedy (Chau, 2007).

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The impact of web based technology has added speed or value to all the avenues and activities of
business in today's dynamic global competition. The ability to provide customers with life cycle
costs and cost effective total solution for sustainable value has become vital. Business organizations
are now under tremendous pressure to improve their efficiency and responsiveness in terms of
operations, resource utilization and product development, resource utilization with transparency.
With the emerging application of internet and information technology (ICT) the companies are
forced to shift their operations from traditional way to a virtual e-procurement and supply chain
philosophy to transfer the company's activity to automated one (Carabello, 2007).

Although forecasts on the use of e-procurement were downgraded with the burst of the internet
bubble in 2001 (Davila et al, 2003), statistics still showed an increased growth in the use of e-
procurement, for example a recent survey indicated that e-procurement of direct goods is now
exceeding that of indirect goods (Bartels, 2004). Reason for the continued growth in e-procurement
use is due to the significant benefits both supplier and buyer organizations achieve through its use.
The benefits include shorter procurement cycles, reduced inventory levels, lower transaction costs,
lower staffing requirements, higher degree of transparency and increased communication between
supplier and buyer organizations. Yet, for all the benefits outlined there are many organizations that
are taking a wait and see approach to the implementation of e-procurement technologies (Davila et
al., 2003).

2.4 Reasons for E-Procurement in Organisational Purchase Supplies

Organization and procurement stage differ in degree of uniformity, complexity, number of people
involved and movement of efforts required to make a good decision. There are basic activities that
must be taken to complete a purchase. Buyers have always had to follow some basic steps.
Advancements have provided an alternative to an endless time taking purchase stages because
formerly processing a purchase order regardless of the value, size and importance of the item in
question required on to strictly follow suits.

Private and public sector organizations have been utilizing Information Technology (IT) systems to
streamline and automate their purchasing and other processes over the past years. It is only in the
past decade that e-Procurement systems have attracted attention. While there is debate about how
recently e-Procurement has emerged, (Dai & Kauffman, 2001; Koorn, Smith & Mueller, 2001), there
is no doubt that the use of the Internet in e-Procurement provides several advantages over earlier
inter-organizational tools. For example, Electronic Data Interchange has been providing automated

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purchasing transactions between buyers and their suppliers since it was launched in the 1960s.
Enterprise Resource Planning (ERP) followed in the 1970s, and then came the commercial use of the
Internet in 1980s. It was only in the 1990s that the World Wide Web the multimedia capability of the
Internet - became widely enabled and provided the essential resource for the automation of
procurement (OGC, 2002).

E-Procurement refers to the use of Internet-based (integrated) information and communication

technologies (ICTs) to carry out individual or all stages of the procurement process including search,
sourcing, negotiation, ordering, receipt, and post-purchase review (Croom& Brandon-Jones, 2004).
While there are various forms of e-Procurement that concentrate on one or many stages of the
procurement process such as e-Tendering, e-Marketplace, e-Auction/Reverse Auction, and e-
Catalogue/Purchasing, e-Procurement can be viewed more broadly as an end-to-end solution that
integrates and streamlines many procurement processes throughout the organization. Businesses
have realized that time and cost savings can be achieved by having a link with major suppliers
through private networks such as electronic data interchange (EDI). The internet has enabled firms to
even centralize their procurement and logistics systems that previously conducted in every country
they

Many businesses turned to E-procurement systems during the E-commerce boom to control,
simplify, and automate the purchase of goods and services from multiple suppliers. These products
let companies aggregate suppliers' offerings into a single catalog, manage approval processing, and
control the transaction process. Businesses today are extending E-procurement beyond controlling
the purchase of office supplies and goods for maintenance and repair to reap its benefits in the direct-
goods arena.

Among those benefits are tighter control over spending authorization and the elimination of
redundant purchasing, plus easier transaction processing. Targets for this use of E-procurement
applications include raw materials, parts, and components for manufacturing.

Focus on ultimate relation of inventory levels and just in time (JIT) operations are feasible aspects of
the scheme. The most critical/major objective is to shorten the response time to customers demand
and reduce inventory investment to shorten the response to minimum thus helping to make a
company on a competitor operating in real time, which means no time lag between identification and
fulfillment of need. Businesses have reduced time of lining up say in shopping malls instead of
waiting.

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Medich Executive Director of commercial consortium of major cooperation that is promoting the
commercial use of internet as quoted by O Brien (1990) internet is redefining the model of Buying
to one that supports the complete seller’s _buyers relationship. The model includes promotion and
coordinating company products and information to a global user business by accepting orders and
payments for goods and services while providing software delivery and information about products.
Online buying provides customers while support and collaboration for new product development
decisions.

Trevitt (1995), Tomplain (2002), reveal that in certain economic time electronic purchasing as
emerged as a strategy with staying power. E-Procurement is the internal based automated process of
purchasing and sourcing. On line application integrates procurement and business processes and
procures to streamline purchasing transaction costs and shorter fulfillment time both for materials
used directly and indirectly for goods and services. Companies incorporate to conduct business.

Turban, Wetherber (1994), Boone, Kortz, Black (1994), argue that electronic buying in e-
procurement is faster enough. There is no wasting time on busy telephone lines and chances of
making mistakes. Errors are reduced since there is communication in frequently noisy environment,
orders can placed any time, and there is no bias broker to push you. You can find a considerable
amount

Tam (2002), Slocum (1995) stress that Public Trading Exchange (PTE) on electronic market places
continues struggling administrative procures and attracting of key suppliers. A public trading
exchange is a web based net work point of contact that facilitates internal and external
communication through interact and extra-net applications respectively. Normally this
communication and collaboration that is to among limited place approved group of member
companies in a private electronic market to place this highest essentially with easy accessibility and
process integrated within enterprises, companies automatic tactical supply and share supply
requirement availabilities and securities.

Turban (1994) Lewis, Trevill (1995) contend that buyers and sellers will be around enough to
warrant the financial and personal effort to establish the necessary working relationship.
Additionally, all eyes on the option and the future to secure a successful purchasing operation.
Electronic buying schemes have revealed sound relations between buyers and suppliers end.

O’Brien (1990), Smith (1988) put forward that electronic procurement encompasses the entire online
process in developing, security delivering, servicing and payment for products and services. The

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economic model encourages innovation and entrepreneurship hence generating many business and
consumers. Electronic buying procedure present a vertical and complex challenge to business and
financial institution to develop efficient flexible and secure payment system for online buying.

Whereas O’Brien, (1990), Chandwich, Rajapal (1995), emphasize that electronic purchasing when
complimented by internet and extranet applications guarantee accessibility to inventory data bases
especially of large customers, more over a cooperate employed sales representative help to access
customers better decisions to regulate inventory levels are engineered that is, the line of merchandise
needs/requirements to be added or disconnected or what kind of investment is needed. This is
achieved simply because of electronic procurement feasibility and facilities affected through analysis
that is done by internet worked/linked through the electronic data interchange (EDI) Computers.

Anderson, Vineze (1993) puts forward that by employing electronic data interchange facilities data
exchange represents wide range of business transaction documents with a clearly stated or procedure
that has to be followed by individual companies which subscribes to EDI (Electronic Data
Interchange) facilities. This type of arrangement is a clear example of automation of electronic
procurement. An already formatted data is transmitted over net work links directly between computer
without paper document or human intervention because of established protocol by suppliers,
manufactures and buyers however, it is worthy stating that direct net work links between the
computers the trading parties are not widely used because of fear of confidentiality and security.

Organizations are very dynamic in areas of marketing, distribution and manufacturing system. All
efforts geared towards ensuring that products are delivered with high degree of customer satisfaction.

Lenders, Fearson (1997) asserts that consumers/users can compare products features and prices at a
mere look at them and make requisitions/place orders and make purchase online with a purchasing
and number via the system link to EDI (Electronic Data Interchange) such link up through direct
communication with supplier, buyers can obtain price quotes, determined availability of items in
suppliers stock transmit a purchase order, obtain a follow up information about any changes in
purchases requirement caused by schedule revision obtain service information and sends letters and
memorandum instantly. The closer mutual relationship with suppliers is likely to become the norm
rather than the exceptional over the next decades importing for reading change in manner in which
buyers and suppliers cope to deal.

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Fast growing technology has not attracted manufacturing organizational trends or rails but also
fashion, testes and preferences for goods and services have had to adapt to these changes which are
sweeping through.

Slocum (1995), notes that life cycles of goods are shortening new product development process,
critical suppliers function for those who compete in this past high technology market include
standardize software for web shopping standards protocol for credit and purchases on web called
Secure Electronic Transact (SET) in cases of new merchandise ware for both customers and
suppliers digital identification and other technology to make shopping on the web site an easier
automation in materials. Working, ware housing and physical distribution processes is all managed
electronically. For instance, bar coding and radio frequency technologies have reached new levels of
sophistication in morning the movement of mates, or example from freshly picked apples to
containerized freight on ship.

2.5 Challenges Faced by Organisations that employ E-Procurement in Uganda

Moving E-procurement, or buy-side E-commerce, into these areas means driving it deeper into
business-to-business supply-chain relationships. Because of the complexity of these relationships, E-
procurement must do more than support ad hoc purchases from a consolidated catalog. Getting real
value from E-procurement in supply-chain scenarios requires a raft of additional services. Gone are
the days of routing paper forms from desk to desk; the wave of the future is electronic procurement
or e-procurement. E-procurement can be defined as the use of electronic technologies to streamline
and enable the procurement activities of an organisation. This new process can benefit all facets of
procurement, including selecting, bidding, payment, and inventory processes.

E-procurement may include such activities like electronic advertising of tenders, electronic
submission of tenders, electronic ordering and the so many more. E-procurement may also take many
different forms, from already established e-commerce sites, to establishing an online mall where an
organisation can purchase items, sell excess goods, and receive bids on outstanding projects. New
technology gives organisations a vehicle for completing the complicated task of procurement at a
lower per-unit cost.

The traditional system of procurement in Uganda (public procurement) begins with the user
department filling a requisition form requesting for a particular item that is needed plus the
specifications. This is then sent tot the Procurement and Disposal Unit. There must be tenders

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advertised in the local media, bids are then evaluated by the evaluation committee to come up with
the best evaluated bidder, then results must be put for a certain number of days. All this takes a lot of
time.

Where as e-procurement promises to make procurement processes easier, its implementation in

developing countries like Uganda seems to be more of a dream than a reality. This is mainly because
of the challenges that arise from using the traditional system of procurement. These challenges are
detailed below;

First of all, E-procurement is not practical in Uganda because there is no enabling law that can
govern its use. It is important to note that even drafting of the current Ugandan procurement
framework took some time, so drafting another one governing e-procurement would probably even
take a longer time given the complexities that may be involved. Without a law in place, the
introduction of e-procurement would even present greater challenges. There must be a legal
framework in place that details how the system will run in government entities and how the private
entities will relate to them in that environment.

Secondly, e-procurement involves such processes like e-ordering and e-tendering. In such a case,
there can arise a problem of e-evidence especially in cases where a procurement official can claim
that he /she mailed the bids or an order yet he did not. In such a case there may be no evidence to
prove that the official actually mailed the document. In other words, it is not a reliable system given
that the procurement processes is largely dependent on deadlines.

Implementation of e-procurement is not practical in Uganda today largely because there is no

capacity to operate a full fledged e-procurement system. To smoothly operate it, there is need for all
prospective suppliers to be web enabled. This means that they ideally must have websites and must
be connected to the internet all the time. This is not possible because one can find that so many
prospective suppliers don’t even own computers let alone know how to operate one. This means that
there is no competence to run such a system in a country like Uganda. A very small percentage of
Ugandans can afford an internet connection.

However, to solve such a problem the government must first ensure that there is some capacity
building that is done prior to the introduction of an e-procurement system. It can do this by enabling
the concerned parties technologically. For example by offering computers at a half price so that

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prospective suppliers can get them cheaply; and also offering some computer training schemes still at
half price. Although this may not work like magic, with time the results would be visible.

Another challenge that would be faced would be that of signat. There is need of signatures on many
documents as they move from one level to another especially in public procurement. The
intrdoduction of e-procurement would create a big challenge ures in this area, it could bring about
forgery if great care is not taken. To solve this challenge, electronic signatures can be introduced for
the different officials so that any ocases of malpractice are checked.

Another challenge of implementing e-procurement is connected to cultural aspects. Its introdreuction

would create a real challenge because it would not be easy for the people involved to easiley accept it
having been used to the old system .Getting used to the new system would probably take some years
before it is really accepted by the people. However if the system is to be changed, one way of solving
this cultural problem would be the introduction of change management programmes before and after
the introduction of the new system which would help to orient the concerned parties through it. This
would enable them to cope when the new system is finally introduced. Among the gains that stand to
arise from using e-procurement are; cost savings, agility of the procurement process, increased
competition and transparency and many others.

While most procurement-software vendors are positioning their products as supply-chain-ready, they
still have work to do to support complex B-to-B trading relationships. To respond to buyers'
demands for managing supplier relationships, those vendors must acquire or build additional
technology and capabilities to augment their offerings.

Procurement systems must support sourcing: the ability to locate suppliers, evaluate their offerings,
and make comparisons. They also require contract-management capabilities to facilitate contract
negotiation, maintain contract terms and pricing details, and ensure that the proper contractual terms
are applied to each order which is really hard.

A big part of supporting sourcing operations is the ability to build requests for quotes, share them
with suppliers, and manage the bidding process. This requires tools for creating RFQs that include
detailed line-item criteria. Finally, sourcing requires interaction with suppliers to get counteroffers
whic many procurers have not fully met.

Anderson, Vinez (1993) notes that you have got on the cutting edges of changes. You cannot simply
maintain a status quo because somebody is always coming from another country with another

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product for customer tastes, changes or the cost structure does when there is technology break
through. If you are not fast and adoptable you are vulnerable. This is true for every segment of every
business in every country in the world. More to that customer’s efficiency and convenience,
distribution systems lower costs by selling directly and eliminating middlemen as much as conditions
permit which is a big challenge in Uganda.

CHAPTER THREE

METHODOLOGY

3.0 Introduction

This chapter will explain the approaches the researcher will use to gain information on the research
problem and will include the research design, study population and sample size, sampling design and
procedure, data collection methods, Procedure of data collection, data processing, analysis,
presentation, and anticipated problems to the study.

3.1 Research Design

The study will use both qualitative and descriptive study designs. Both methods will be used to help
carry out self-report data collection from the interested sample and allowing a thorough and easy
analysis of the respondents’ opinion. Both survey designs will adequately lead to collection of

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reliable information by description of the role of e-procurement on performance of Coca Cola
Uganda.

3.2 Study population

The survey population will consist of 100 staff. The population will include the sales representative,
procurement department, and transportation department, and other employees holding familiar and
unfamiliar titles but deemed suitable stakeholders for generating relevant data to the problem which
will be under investigation.

3.3 Sample size

The sample size will constitute of 50 out of the 100 of the study population.

Table 1: The Number of respondents from each department

Department Study population Sample size Percentage (%)

Sales representative 24 12 24
Procurement department 30 15 30
Transportation department 26 13 26
Other departments 20 10 20
TOTAL 100 50 100

3.4 Sampling Design and Procedure

A sample size of 50 of the respondents will be used to provide primary data. Sales department,
procurement and transport will be purposively selected and Bailey (1994) supports the sample size
because he asserts that a minimum sample size of 47 respondents is sufficient. This sample size will
be selected based on the sampling designed by Kreije and Morgan (1970). Stratified random
sampling will be carried out to determine the number of employees from each department. Simple
random sampling will be used to select clients of the institution.

3.5 Data sources

Data will be collected from interviews conducted in Coca Cola Uganda as well as responses from the
questionnaires. Some of it will be from secondary sources such as magazines, textbooks, internet and
Newspapers and this will be quoted where necessary and used to draw deductions as per the study.

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3.5.1 Primary data

Primary data will be mainly and generally gathered from the management of coca cola Uganda,
included the sales officers, procurement and transport. More data will be collected from other
employees using questionnaires.

3.5.2 Secondary data

Primary data will be backed up with secondary data to bring out certain topic aspects like the
background, literature review and several comparisons. Reference will be made from journals,
brochures, publications, and several management reports audited financial statements and annual
financial reports of coca cola Uganda besides the internet.

3.6 Data collection methods

The researcher will use closed ended questions. They will be administered to 50 respondents. This
will help to obtain the required data. The questionnaires will be answered by respondents and later
collected by the researcher quite a lot of information in a relatively short period of time.

3.6.1 Research instruments

i) Questionnaire

The researcher will use closed ended questions. They were administered to 50 respondents. This will
help to obtain the required data. The questionnaires will be answered by respondents and later
collected by the researcher. The researcher will use a 5-point likert scale to measure the variables to
come up, with findings. This will be ranged from strongly agree to strongly disagree (strongly agree,
agree, not sure, disagree, and strongly disagree).

ii) Interviews

Interviews will help the researcher to obtain more information from the respondents as the researcher
will be able to make interactions with the respondents by asking questions in relation to the interview
guide. During this time the researcher will use an interview guide that will enable him to collect
information related to the study objectives. Some of the data will be obtained from secondary

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sources such as Magazines, text books, internet and Newspapers and this will be quoted where
necessary and will be used to draw deductions as per the study.

3.7 Data Processing, Analysis and Presentation

The information will be assessed, edited to eliminate the errors, the data will then be coded and
grouped according to the study to ease analysis, and it will then be analyzed using Ms Excel. The
findings will be interpreted in light of the research objective and reviewed in order to attach meaning
to the data collected.

3.8 Limitations of the study

Disease outbreak (Corona Virus)

The study might be blocked by the pandemic of Corona Virus (Covid 19) since it is risky and even
not allowed by the authorities to move from one place without permission which might lead to delay
and postponement of respondent’s appointment. But however the research plans to use online
interview such as using coca cola Facebook account and phone interview. And also can be solved by
seeking permission from Resident District Commissioner for permission.

Reactively a lot of money might be required in this study. This will involve buying data for internet,
photocopying of articles, making phone calls, word processing, binding, transport. These will
increase the cost of the study.

There might be a threat of time limit and deadlines that need attention considering the fact that the
study will be carried out alongside other activities like course works, lectures and tests as well.

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