Pepsi has redesigned its 20-ounce bottle for the first time in 17 years, its parent company announced on Thursday night.  

Featuring a contoured lower half, the new bottle is designed to be easier to grip than its bulky predecessor, the Associated Press reports. It will also possess a smaller wraparound label, exposing more of the beverage.

The new look is one of several changes enacted by PepsiCo in an attempt to improve sales figures for their ubiquitous soda brand. Over the past year, the company has signed a multi-year sponsorship agreement with the Super Bowl, as well as a major endorsement deal with pop star and media darling Beyonce Knowles.

Despite PepsiCo’s renewed efforts, the brand has struggled to achieve its desired sales figures. The company has experienced a 4 percent decline in volume last year, according to its filing with the Securities and Exchange Commission. The figure includes decreases in sales for both PepsiCo’s carbonated and non-carbonated soft drinks.

PepsiCo has been working hard to compete with long-time rival Coca-Cola Co, which has controlled the soft drink market for several years. PepsiCo spokesperson Andrea Foote told the Associated Press that the new 20-ounce bottle is part of the company’s overhaul their flagship beverage’s marketing and packaging materials. The new bottle design will also be applied to Pepsi’s lesser-used 16-ounce bottles, as well as the ancillary Diet Pepsi, Pepsi Max, and Pepsi Next brands.

The new bottles will begin to hit stores in April. However, Foote told the Associated Press that it will take at least a year or two for the new design to entirely supplant the old model. The current bottle design debuted in 1996.

"The engineers have to go to all the plants and convert the lines," Foote told AP. The bottles will roll out in New York, Chicago, and parts of Florida and California before hitting the rest of the country.

In addition to its flagship soda, PepsiCo controls major consumer brands such as Frito-Lay chips, Gatorade, Quaker Oats and Tropicana.

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