STRATEGIC MANAGEMENT FINAL

PAPER

PEPSICO CASE STUDY ANALYSIS

SHAHBANO KHAN
202147

SUBMISSION TO: MR. TARIQ AND ASIM MAHMOOD

CHAPTER I
INTRODUCTION

I.

COMPANY BACKGROUND
Back in 1880s, the recipe for Pepsi was developed by
Caleb
Bradham in New Bern, North Carolina who had renamed it PepsiCola
in 1898. As the cola industry develop in popularity, Caleb created
PepsiCola Company in 1902 and registered a patent for his recipe in 1903.
As Pepsi-Cola Company went bankrupt in 1931, Charles Guft
who
owned a syrup manufacturing in Baltimore Maryland acquires
the
trademark and recipe to Loft Inc. In the year 1941, Pepsi was
formally
absorbed to Loft, and Loft Inc. rebrands its company name to Pepsi
Cola
Company.
Up until today, Pepsi Cola Company further will be mentioned
as
PepsiCo has successfully expanded it area of products through
mergers
and acquisition of other companies, such as Frito-Lay Company,
Quaker
Oat Company and other companies.
PepsiCo has developed its divisions into 5, PepsiCo
Americas
Foods (PAF), PepsiCo Americas Beverages (PAB), PepsiCo Europe,
and
PepsiCo Asia, Middle East and Africa (AMEA) with the structure
shown in

the figure below.

PEPSIC
O
PepsiCo. Americas Foods
(PAF)

PepsiCo. Ameri
cas
Beverages (PA

PepsiCo. International
(PI)

Frito-Lay North
America (FLNA)

United Kingdom &

Europe (EKEU)

Quaker Foods North

America (QFNA)

Middle East, Africa &

Asia (MEAA)

Latin America Foods

(LAF)

Each of the division has their own R&D team to match local
needs
of the customers. That explains the broad product line aside
from
PepsiCos massive acquisitions.
II.

PROBLEM STATEMENTS
Due to companys background and strategic management
approaches, problems that appeared which I will analyze later in
Chapter
II:

The efectiveness of companys vision and mission statements;

Companys assessmenttoward its external and

internal environment to formulate strategies;

Strategies implemented by the company to reach its

long-term objectives;

Companys CSR activities to improve their brand image.

CHAPTER II
STUDY ANALYSIS

I.

VISION AND MISSION STATEMENT

I. a.

Vision Statement
PepsiCos responsibilty is to continually improve all aspects
of the
world in which we operate environment, social,
economic
creating a better tomorrow than today.
This vision statement is implied by Pepsico. to continuosly
bring
improvement in food and beverages products and market,
the
environment, society and economy for a healthier and
better
tomorrow.

I. b.

Mission Statement
To be the worlds premier consumer products company
focused on
convenient foods and beverages. We seek to produce
financial
rewards to investors as we provide opportunities and
the
communities in which we operate. And in everything we
do, we
strive for honesty, fairness and integrity.
Factors

Yes/No

Customer
Product

No
Yes

Philosophy

No

Market

No

Technology

No

Concern for survival, growth and profitability

Self-concept

Yes
No

Concern for public image

Yes

Concern for employees

No

Pepsico.s statement lacks in factor that should be included

in a
mission statement. With the existing statement, pepsico. has
only
included Product, Concern for Survival, Growth and
Proftability
and also Concern for Public Image. This statement doesnt
include
customer, market, philosophy, technology, self-concept
and
concern for employees factors.
We will propose new mission statement to complete all
these
factors requirements for a good mission statement:
To be the worlds premier consumer products company
focused on
selling high quality food and beverage products, to our
customers
all across the globe. We are triggered to use the most
efficient
processes using the best of machinery. By doing so,
we seek to produce
investors
and

as

we

enrichment

healthy

financial

rewards

to

provide opportunities for growth

to

our

employees,

our business

partners, and the communities in which we operate.

And everything we do, we strive for honesty, fairness
and integrity.
II.

EXTERNAL ANALYSIS
II. a. PESTEL ANALYSIS
1.

Political and Legal Forces

Pepsico operates in different countries such as United
States,
Europe, Africa, and Asia. Thus, it must consider the legal
and
labor forces of the countries in which it operates. It has
to

make a good policy and have a good internal control

about
its

operations

and

employees

incentives

in

order to be compliance with the law. The things

that Pepsico should consider are tax laws, labor
union, and environmental law. It should operate in
accordance to the laws in the country to have a
good corporate compliance and governance.

2.

Economic Forces
Economic factors have some signifcant impact on
Pepsicos
business. If the income level per capita of the
people
inrcreases, it will have a positive effect on the
consumption
of its products. Meanwhile, if there is an inflation, it will
have
a negative effect on Pepsico as peoples purchasing
power
decrease, they will consume less. Since Pepsico is
operating
and distributing in

different countries, while the

headquarter is in the USA, dollar strength has an impact

on
Pepsicos business. When there is a decrease in the
dollar
strength, it gives a bigger opportunity for Pepsico
for
exports.
3.

Social, Demographic, Culturan and Environmental

Forces The healthier lifestyle of the people
promotes different patterns of consumption. This
could be either a threat and new opportunity for
Pepsico products. Pepsico can support sports
events in order to give a message to the people
that Pepsico concerns about the health of the
people. Besides that, the requirements of different
age groups are diferent. Pepsico should target
that age group that consumes the soft drink or
snacks. For products like Pepsi, and Lays, it should
target young generation, while for the healthy
meal like Quaker Oats, it should target adults.
Pepsico should also consider the education level
within the country for making its strategy since

education has direct impact promotion and

marketing. It

should make

marketing/promotional campaigns that

can make people aware of its brands and
products according to the countrys education
level. In addition, Pepsico should also consider
about the natural environment factors in
operating the business as a form of contribution
and responsibility to the community.

4.

Technological Forces
Given how capital-intensive the food/beverage industry is,
it
is imperative for Pepsico to stay ahead of the curve in
terms
of the most advanced technological breakthroughs, as
the
company requires highly mechanizedassembly lines
designed both for long production runs and flexibility.
The
growing technology gives new opportunity for Pepsico
to
have new ways for Pepsico marketing strategy.
The
proliferation of Internet users also opens up further
market
opportunities for Pepsico to market its products.

5.

Competitive Forces
In the food and beverage industry, Pepsico has the
second
largest market share. The summary of
Pepsicos performance compared to its
competitors
industry,

within

which

are

the

food

Coca

and

Cola and

beverage
Kraft,

is

shown in the table below:

PEP

Coca Cola KRFT

Market Cap

108.85B

Employees

297

146,2

-0.05

0.01

Qtrly Rev Growth (yoy)

Revenue (ttm)
Gross Margin (ttm)

65.70B
0.52

EBITDA (ttm)
Operating Margin (ttm)
Net Income (ttm)
EPS (ttm)
P/E (ttm)

0.15
5.92B
3.76
18.7
4

168.19B

47.60B
0.60
13.01
B
0.23
0.17
8.80B
1.91
19.6
0

27.45B
N/A
0.03
18.88
B
0.33
3.53B
1.94B
3.28
14.14

PEG (5 yr expected)

4.07

P/S (ttm)

1.65

2.30
3.5
5

2.58
1.46

From the analysis above, we can conclude that

the
opportunities of Pepsico are easy new products penetration in
the
market, it operates in fast growing industry, changing
social
trends, and new media promotion opportunities. In addition,
it
has the opportunity to make a partnership with well known
brand
such as Starbucks, and more sport tournaments that Pepsico
can
support. On the conterary, the threats of Pepsico are
strong
competition in every division it has, such as competition
from
Coca-cola and Kraft, it operates in the mature
beverage/food
industry, and aggresivetop management
by its

strategy

competitors. There is also growth in the carbonated drink

sector
which will bring new substitute products to entry. And also,
some
health issues are concerned regarding the products of Pepsico.
II. b. PORTERS FIVE FORCES MODEL

Bargainin
g Power
of
Suppliers

Threat of
Substitut
e

Rivalry
Among
Existing
Competito
rs

Threats
of New
Entrants

Bargainin
g Power
of Buyers

10

Analysis:
1.

Rivalry Among Existing Competitors : VERY HIGH

a.

High diversifcation from the competitor like

Coca cola. b.

Few strong companies have a

control over the market. c.

In the present, the

main competitor is Coca-Cola wand

the competitor also provide a wide range of
beverage products under its brand. Both CocaCola

and

Pepsi

are

the

predominant

carbonated beverages and commit heavily to

sponsoring outdoor festivals and activities.
2.

Bargaining Power of Buyers : HIGH

a.

There are many substitute products in

the market; therefore, customer has large varieties

of product.
b.

The customer in the beverage market is price

sensitive, as company cannot charge high
price

because

they have many choice of

product.
c.

The consumer can switch to other product

or other company

product

as

there

are

many same kind of drink in the same market.

3.

Threat of Substitute : HIGH

a.

There are many kinds of energy drink

and soda products in the market.

b.

Many companies provide similar product in

the same market.

c.

Not only coca cola is the main competitor but

PepsiCo also have other product line, which
means that they also have other competitors.

4.

Threats of New Entrants : LOW

a.

Entry barriers are relatively low for beverage

industry as there is already various number of

the company in the market.

11

b.

Few multinational groups own the largest part of the

market share.

c.
There is high initial cost, therefore, few company
want
to enter this market.
5.

Bargaining Power of Suppliers : LOW

a.
lot

Dependence on raw materials, however, there are a

of suppliers available in the market.

b. The main ingredients for soft drink include

carbonated
water, phosphoric acid, sweetener, and caffeine.
The
suppliers are not concentrated or diferentiated.
c.
Any supplier would not want to lose a huge
customer
like PepsiCo.
II. c. EFE MATRIX
Key External Factors
Opportunities

Weigh Ratin
t
g

Scor
e

1. Easy new products penetration in markets

0.09

0.36

2. Operate in the fastest growing

0.10

0.30

3. Changing social trends (healthy foods)

0.10

0.30

4. Media promotion and vending machines

0.10

0.20

5. Partnerships with well-known brands (i.e.

Starbucks)
6. More sport tournaments are being held worldwide

0.07

0.14

0.09

0.36

TOTAL

0.55

industry (noncarbonated drinks)

1.66

Threats
1. Strong competition in every division

0.10

0.20

2. Growth of energy drinks in carbonated drinks

sector
3. Mature industry (Beverages)

0.08

0.08

0.10

0.20

4. A few Frito Lay products resulted in abdominal

0.07

0.14

cramps in consumers

5. Aggresive top management strategy by

competitor

0.10

0.10

(Coke)

12

TOTAL

0.45

0.72

GRAND TOTAL

1.00

2.38

External Factor Evaluation (EFE) Matrix holds the

information of two lists which are important to the
company.
These lists are identifed as Opportunities and Threats.
These
factors inside this matrix are rated from 1 to 4, where 1 is
the
lowest and 4 is the highest.
The total score of 2.38 is below average of 2.50. This
means
that PepsiCo is currently not responding very well to
existing
Opportunities

and

Threats.

It

also

shows

that

PepsiCo should improve their response towards the

environment in a more positive way.
II. d. CPM
Competitive Profile
Matrix

Pepsi-Cola

Coca-Cola

Kraft

(CPM)
Critical Success Factors

Weight Rating Score Rating Score Rating Score

Financial Positions

0.15

0.45

0.60

0.45

Advertising

0.15

0.60

0.60

0.45

Market Share

0.10

0.30

0.40

0.30

Customer Loyalty

0.20

0.60

0.60

0.60

Price Competitiveness

0.10

0.30

0.30

0.30

Expansions

0.15

0.45

0.60

0.45

Brand Image

0.15

0.60

0.60

0.60

Total

1.00

3.30

3.70

3.15

CPM identifes a frms major competitors and its

particular
strengths and weaknesses in relation to a sample frms
strategic

position.
PepsiCo scores 3.30 which lays between Coca-Cola
Company and Kraft Foods. The advertising really helps
PepsiCo to capture

13

consumers attention which is their target and makes

PepsiCo
more valuable than its competitor, Kraft. Coca-Cola
Company
which is PepsiCos main and biggest competitor, scores
much
more than PepsiCo. If PepsiCo can increase their fnancial
position
and market share, they might catch up with Coca Cola
Company in
this matrix. But again, what does it has to reality? This will
help
each company to examine how far they have gone in the
market,
whether to maintain or to improve their current position.
III.

INTERNAL ANALYSIS
III. a. STRENGTHS
Strong brand name is one of the greatest strengths
for
PepsiCo. It is one of the largest brands that could be
recognized be
the people in the world. In all around the world the
company use the name PepsiCo in every country
in the world. The strong brand presence makes it
easier for the company to market its products around
the world. PepsiCo did not provide only the cola
product but also provide various numbers of products.
All these brands have rode on the success of the
company brand and have found it easy to sell since
the company brand in largely accepted in the market.
The popularity of PepsiCo corporate brand has also
made it easier for the company to introduce new
products in the market. All PepsiCo has to do in order
to make a new product success is to attach it with the
companys corporate brand which has already attained
a signifcant level of brand loyalty in the beverage

market.
PepsiCo is a large distribution network; this is the
other
strength of PepsiCo. The organizations ability to take it
product
near the consumer is one of the core elements that define
the
company success. The frm has managed to do this
through
creation of a massive distribution system. The organization
runs

14

bottling units in diverse geographical region, which enables

the
company to produce its products near the consumers. By
doing
this, it reduces the transportation cost and storage cost of
the
company, which leads to the higher proft as it reduces
the
expense.
Moreover, the company also has established good
connection with small and mega retailers who sell
PepsiCo
products to the fnal customers. Forming partnership
with large retailers such as Wall- Mart has enabled the
company to expand its reach to the market. Also,
partnership with small retail business has helps the
frm to take it products to even the remotest parts
of the world. Apart from retail chains, the company has
also corporate with fast food restaurants around the
world such as KFC, which have also provided the
company with a wide network of outlets.
III. b. COMPETITIVE ADVANTAGES
PepsiCo is in the beverage industry and it is one of
the most competitive industries in the world as there
are

numerous

of products competing against one

other. In order to survive in the market, any company

needs

features

that

gives

it

an

edge

over

it

competitors. Innovative line of products is one of

the PepsiCo competitor advantage. The organization
has

been

on

fore

front

in the

development

of

innovative beverage products for diferent segments

of the market. The company has different groups of
target

market

over

20-diferent

product.

The

ability of the company to come up with new and

innovative

products

has enabled the company to

change as consumers needs evolve and thereby

remain relevant in the market.
PepsiCo capability to respond quickly to market
opportunity
and threats is the other competitor advantage. The
organization

15

innovativeness provides it the capability to respond quickly

to
changes in the market. The company convenient size also
gives it
the ability to change quickly. The frmstructure is neither to
small
like most of its competitors neither too large like its
main
competitor, Coca Cola. The relatively large size of the
company
gives the organization access to resources that also make it
easier
for the company to move quickly.
III. c. INTERNAL WEAKNESSES
The companys reliant on franchised bottling company
to
distribute its products; this is one of the internal
weaknesses
found in PepsiCo.This strategy has seen the company create
very
powerful bottlers that it cannot exert control over.
Occasionally,
the franchises oppose introduction of new products by
PepsiCo
while other refuse to produce some of the products.
Sometimes,
the franchises also create their own product lines that are not
part
of the PepsiCos brands. Moreover, this franchise system
also
limited the ability of the company to expand its operations. On
the
other hand, the company main competitor like Coca Cola is
being
able to invest in its bottling companies but the company
cannot
invest in its bottling companies since it does not own them.
This
has hampered the growth and expansion of the frm since

most of
the individual investors have limited capacity to
make such investments.

16

III. d. INTERNAL FACTORS EVALUATION (IFE) MATRIX

Key Internal Factors

Weight

Rating

Score

Strengths
1. Strong brand

0.09

0.36

2. Strong marketing and advertising of products

0.07

0.28

3. Products availability

0.08

0.24

4. Revenue and profits

0.08

0.24

5. Market share

0.07

0.21

6. Competent workforce

0.05

0.15

7. Wide variety of products

0.05

0.15

8. Earning per share

0.02

0.08

TOTAL

0.51

around globe

1.71

Weaknesses
1. High debts

0.07

0.14

2. Health Issues

0.08

0.08

3. Low sales in some products

0.09

0.18

4. Negative impact on brand image due to product

recall
5. Lack of product focus

0.10

0.10

0.05

0.05

6. High operating expense

0.10

0.10

TOTAL

0.49

0.65

GRAND TOTAL

1.00

2.36

Internal Factor Evaluation (IFE)

Matrix holds the

information about the internal position of a company.

This
internal position consists of Strengths and Weaknesses.
These
factors inside this matrix are rated from 1 to 4, where 1 is
the
lowest and 4 is the highest.
Like its EFE Matrix, PepsiCo is also below average with
the
score of 2.36. This means that PepsiCo doesnt really know
their
current Strengths and Weaknesses, although they know,
they

didnt use them efectively.

17

IV.

SWOT-TOWS Matrix
Favorable
Internal
Origin

External
Origin

Unfavorable

STRENGTHS

WEAKNESSES

1. Strong brand
2. Strong marketing
and advertising
3. Products
availability 4.
Revenue and Profits
5. Market share
6. Competent workforce
7. Wide variety of
productsOPP
8. OHigh
RTUNEPS
ITIES

1.
2.
3.
4.

High debts
Health issues
Low sales in some products
Negative impact due to
product recall
5. Product focus
6. High operating expense

1. New products
penetration 2.
Fastest growing
industry 3. Social trends
4. Media promotions and
vending machines
5. Partnerships
6. Sport tournaments

1.
2.

THREATS
Strong competitions
Carbonated drinks
sector growth
3. Mature beverage
industry 4. Health issues
5. Agressive strategy
conducted by competitor

Based on SWOT Analysis in which Starbucks

strengths,
weaknesses, opportunities and threats is already represented
in
EFE/IFE Matrix, presented below the TOWS Analysis for
suggested strategies:
Strengt
hs

Weaknesses
1.

High debts

2.

Health issues

3.

Low sales in some products

4.

Negative impact

9. Strong brand
10. Strong marketing
and
advertising
11. Products

due to product

availability 12.
Revenue and Profits
13. Market share
14. Competent
workforce 15. Wide
variety of products
16. High EPS

recall
5.

Product focus

6.

High operating expense

18

Opportunities
1. New products

S-O Strategies

W-O Strategies

1.

1.

Increase marketing

Extend R&D section to

penetration 2. Fastest

and advertising to

cope products health

growing industry 3. Social

penetrate new

issues to comprehend

trends

products in the market

social trends (W2, W4,

4. Media promotions and

(S1, S2, S3, O1, O4)

O3)

vending machines

2.

Promote investments

2.

Sampling in events

5. Partnerships

in the company with

to capture

6. Sport tournaments

existing promising

customers by

Threats

(S1, S4, S5,

S-Tfeedback
Strategies

offering
better taste
W-T
Strategies

1.

1. By improving the taste

and

1. Strong competitions

Sufficient financial
resources can help
company

2. Carbonated drinks sector

quality, company can

to develop more in

growth

reposition its products in

a

carbonated and non-

3. Mature beverage industry

long term position on

carbonated drinks

4. Health issues

maturity stage (W3,

sector (S5, S5, S8,

5. Agressive strategy

W4, W5, T3, T5)

T4, T5)

conducted by competitor
2.

Overwhelm main
competitors by
conduting agressive

2.

Develop healthy
energy drinks for
youth for customer
retention (W6, T6)

BCG MATRIX

Market Growth
Rate

V.

Relative Market Share

High

Low

High

Low

STARS

QUESTION MARK

(Frito-Lay)

(Aquafna)

CASH COWS

DOGS

(Pepsi-Cola)

Analysis:
1.

Aquafina : Low market share, low growth chances

2.

Frito-Lay : High market share, high growth chances

3.
:

Pepsi-Cola

High market share, low growth chances

19

VI.

SPACE Matrix
Internal Strategic Position

X Axis

Competitive Advantages (CA)

Industry Stability (IS)

Market Share

-2

Growth Potential

Product Quality

-1

Resource Utilization

Brand Image

-2

Financing Access

Customer Service

-2

Technological Know How

Customer Loyalty

-2

Barriers to Entry

Manufacturing Expenses

-1

Industry Profits

AVERAGE

AVERAGE

1.7

Y Axis

External Strategic Position

TOTAL X AXIS SCORE = 2.3

Financial Strengh (FS)

Environmental Stability (ES)

ROE

Competitive Pressure

-3

Revenue Increase

Competing Product Price

-3

Liquidity

Demand Variability

-2

EPS

Inflation Rates

-2

Cash Flows

Technological Changes

-1

Efficiency Ratios

Price Elasticity of Demand

-2

AVERAGE

AVERAGE

2.2 = 2.0
TOTAL Y AXIS SCORE

Agressive

Conservative

2.0

Suggested
Strategy

Type

2.3

Defensive

Competitive

20

CHAPTER III
CONCLUSION AND RECOMMENDATIONS
Strategy Recommendation and Implementation for PEPSI CO.
Pepsi Co is currently a strong worldwide leader in the food
and
beverage industry. Throughout its growth, it has stayed true to its
mission
and objectives, while becoming a dominant force within the United
States as
well as abroad. Known throughout the world for quality products
and
customer care, Pepsi Co should make no major strategic changes to its
plan.
However, like in any business situation there are areas that Pepsi Co
can
improve upon. Some of the recommendations are as follows:

Continue to expand with their Human Sustainability.

The healthy eating market is a demographic that will
continue to grow in the future, and will provide generous
profts if Pepsi Co is able to obtain a large market share.

Expand more into social benefits, especially for those in

developing nations. Pepsis main competitor Coca Cola has
implemented a water purifcation program for African
Villages, which provides a valuable need and at the same
time introducing their brand name where it was before
unknown. If Pepsi followed this same ideology with
food products and water purifcation it too would
signifcantly increase brand recognition

Capture more of the aging populations market share.

Pepsi

is

a company

focused

on

younger

market

hoping to repeat the worldwide success of Coca Cola in

regards to brand loyalty with the generations born after
1980; however, there is still a large market with the Baby

boomer demographic that they could break into.

A minor yet still important change that needs to be made

is to their website. After comparing it to competitors we
feel that it needs to be simplifed.

21

Overall PepsiCo is a successful company with substantial revenue,

and
a large footprint in the marketplace. PepsiCo should continue to expand
their
growth and take advantage of potential opportunities by continuing
to
improve on areas at the corporate top level, in the markets that
they
currently are in, and in new markets and market segments that they
wish to
expand into.

PepsiCo should expand into markets and market segments

that they are currently not in, such as Asia, India, and
South America, in order to expand their market share at
the global level and to increase their overall revenue.

PepsiCo should improve their employee relations in order

to create employees all over the world that will promote the
product both during their work day and in their personal
life in order to create word of mouth marketing.

PepsiCo should look to cut some of their expenses as

they currently have $10 billion more in revenue than the
competition, but they have a similar Net Income of $5.5
billion.

PepsiCo needs to continue to expand their market share in

the markets where they currently have a strong presence in
order to maintain their market share and their footprint in
the marketplace.

PepsiCo should become more proactive in the health

food/product marketplace rather than being reactive to the
market trends. They need to improve their responsiveness
and future projections to market trends and changes
that can therefore allude to diferent product segments

and target markets.

Strategy Evaluation and Control.
PepsiCo should expand into markets and market segments
that they are currently not in, such as Asia, India, and South
America, in order to
22

expand their market share at the global level and to increase

their
overall revenue. In doing so, they should increase the
revenue
percentage above the current below 20%. They should evaluate
the
situation and growth again in one calendar year, and analyze the
total
efect.

PepsiCo should do market surveys of their target market

segments in order to analyze the existing brand awareness
in the marketplace every two quarters and then analyze
the overall change and trend on the calendar year.

PepsiCo should cut their expenses by a set percentage

every quarter in order to increase their Net Income each
quarter and year. This would increase the bottom line and
benefit the stockholders. It would be advised to reduce
costs

by

10%

as

an

original

amount,

and

then

potentially increase the percentage after a few trial quarters.

PepsiCo should position themselves on the cutting edge of

the health trend in the marketplace by increasing funds
for

R&D

in

order

to research

potential

new

product

ideas. Funding should be increased signifcantly and then

the ROI on the positioning should be analyzed after
multiple quarters of study.

23

RECOMMENDATIONS
STRATEGIC DIRECTION
PROPOSED MISSION

Our mission is to be the world's premier consumer Products Company focused on

convenient foods and beverages. We seek to produce financial rewards to investors as we
provide opportunities for growth and enrichment to our employees, our business partners
and the communities in which we operate. And in everything we do, we strive for
honesty, fairness and integrity.
PROPOSED VISION STATEMENT

To be the world leader in beverages and food business to create better tomorrow for our
customers.
LONG TERM OBJECTIVE
STRATEGIC OBJECTIVES
1. To increase market share by 3% by the year 2011.
2. To achieve technological leadership by innovation and research and development.
3. Purchase 3 brands and their goodwill costing 30M by the year2011.

FINANCIAL OBJECTIVES
1. To increase revenue by 30% by the year 2011.
2. To increase gross profit margin from 52% to 55% by the year 2011.
3. To increase ROA from 14% to 18% by the year 2011.
STRATEGIES
CORPORATE LEVEL STRATEGY
Corporate level strategy will be Grow and build, market penetration by extensive
advertisements and with effective and motivated sales force, product development
through research & development with innovative ideas, market development to new
geographical areas. Diversification through mergers and acquisitions.
BUSINESS LEVEL STRATEGIES
BEVEREGAS
COMPETITIVE STRATEGIES
For beverages business level strategy will be

Based on cost leadership- best value and differentiation with high quality innovative
products with merge and acquire leading brands.
SNACKS (FOOD)
CO-OPERATE STRATEGIES
For snacks (food) business level strategy will be
Based on cost leadership- best value and differentiation with high quality innovative
products with merge and acquire leading brands.
PepsiCo should expand its healthy line of beverages and snacks, develop carbonated
flavored waters, expand overseas with carbonated sodas, sports drinks and healthy
snacks, develop new types of environmentally friendly packaging, reduce high salt semiprepared meals, reformulate older products to meet todays health conscious consumer
tastes, develop targeted low cost brand name snacks, reduce its long term debt and
expand on its powdered drink line. If PepsiCo follows these strategic recommendations
their brand sales will grow, they will develop new brands and they will have increased
sales while having lower fixed costs. Once PepsiCo has several quarters of increased
sales and lower fixed costs they will then be able to pay off their long term debt brought
on by restructuring.
Income Statement
(in millions unless specified)

2008

2012
Projected

Sales Revenue Cost

of Goods Sold

43,251
20,351

65,000
21,000

Selling and general expenses

15,901

16,000

Net Income

5,142

6,500

Accounts Payable

8,237

7,000

Long Term Debt

7,858

6,200

Current Liabilities

369

350

Common Stock Repurchase (or sale)

-14,122

(5,000)

Cash

2,064

3,100

Comments

Increased sales due to an expansion of star

brand and the development of new brands.
Cost of goods sold decrease due to lower
fixed costs. Lower costs of goods sold
through better distribution and
reorganization.

Increase net income due to development

of new brands, reduction of dog brands
and increase in healthy drinks/snacks

Reduction of accounts payable do to better

turnover, efficiency, reduction of long term
debt through paying of principle.
Reduction of current liabilities as well due
to use of technology.

Common stock sold to pay for

expansion in other countries.

Cash on hand increases due to SWOT

implementation

PROJECTED FINANCIAL
STATEMENTS
PepsiCo projected income statement.
in million
net revenue
cost of sales
gross profit
gross profit%
selling, general and administrative exp
amortizationof intengible assets
expense on new plants
operating profit
bottling equity income
interest expense
interest income
income before income taxes
provision for income taxes
net income

Actual
2008
43251
20351
22900
52.90%
15901
64
6935
374
-329
41
7021
1879
5142

2009
475776
22698.5
24877.5
52%
17650.11
64
6.6
7156.79
374
-338.8
41
7232.99
1934.8
5298.18

2010
52333.6
23916.4
28417.2
54%
19591.5
64
6.6
8755.1
374
-410.8
41
8759.3
2343.1
6416.2

2011
57566.96
25905.13
31661.83
55%
21746.5
64
6.6
9844.73
374
459.8
41
9799.9
2621.5
7178.4

2008

2009

2010

2011

10% increase ann

11.5 increase ann

11% increase ann

constant
new plants in Ru
subtract
constant
4.5% interest
constant
26.75% tax

PepsiCo Balance sheet projected

ASSESTS
current assets
cash & cash equivqlent
short term investment
accounts & notes receiceable net
inventories
prepaid expense & other current assets
TOTAL CURRENT ASSETS
property plants equipments
amortiziable intangible assets net
goodwill
other non amortizable intangible assets
non amortizable intangible assets
investents in non controlled affiliates
other assets
TOTAL ASSETS
BALANCE SHEET LIABILITIES' EQUITY

2064
3096
4644
6966
213 4683
4683
4683
4683
2522
2774
3051
3356
1324
1324
1324
1324
10806
11877
13702
16329
11663
11669.3 11676.26 11682.92
723
723
723
723
5124
10
10
10
1128
1128
1128
1128
6252
6252
6252
6252
3883
3883
3883
3883
2658
2658
2658
2658
35994
31948.3 33780.26 36413.92

increased 50 ann
no short term inv
same
10% increase ann
same

long term investm

same
purchased 3 bran
same
same
same
same

CURRENT LIABILITIES
short term obligations
account payables and other current liab.
income taxs pay ables
TOTAL CURRENT LIABILITIES
longterm debt obligations
other liabilities
deffered income taxes
TOTAL LIABILITIES
commitments & contingencies
preferred stock, no par value
repurchase preferred stock
COMMON SHAREHOLDERS' EQUITY
common stock, par value 1 2/3 per share
(authorized 3600 shares issued 1782 shares)
capital in excess of par value
retained earnings
accumulated other comprehensive loss
repurchased commen stock,at cost
(229 & 177 shares respectively)
TOTAL COMMON SHAREHOLDERS'S
EQUITY
TOTAL LIABILITIES & SHARE HOLDERS
EQUITY

369
8273
145
8787
7858
7017
226
23888
-

3269
8273
145
11687
7808
7017
226
26738
-

41
-138
30
351
30638
-4694
-14122

3269
8273
145
11687
7758
7017
226
26688
-

41

32
352
30639

3269
8273
145
11687
7708
7017
226
26638

41
-138
36
353
30694

12203 12209

12220

3599431948.3

33780.26

41
-138
39
355
30640

36413.92

same
same
same

pay 50M annuall

same

24