CHAPTER -01

INTRODUCATION
 A Study on Pepsi Product Omnichannel-Centric Marketing Strategy Adopted by Varun Beverages Limited,
Bengaluru .

1.1 OVERVIEW OF THE TOPIC

FIGURE:01

source: https://www.google.com/imgres?imgurl=

Centric marketing strategy, often referred to as customer-centric marketing, is an approach

to marketing that places the customer at the heart of all marketing activities. This strategy

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 A Study on Pepsi Product Omnichannel-Centric Marketing Strategy Adopted by Varun Beverages Limited,
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recognizes that in today's competitive and customer-driven marketplace, it's essential for
businesses to focus on the needs, preferences, and behaviors of their customers to build
stronger relationships and achieve business success. Here is an overview of the key aspects
of centric marketing strategy:

 Customer-Centric Approach: At the core of centric marketing strategy is the idea that all
marketing efforts should be centered around the customer. This means understanding
customer needs, preferences, and behaviors to create more personalized and relevant
marketing campesino products.

 Customer Segmentation: To effectively implement a centric marketing strategy,

businesses often segment their customer base into different groups based on
demographics, behavior, interests, or other relevant criteria. This allows for more
targeted and tailored marketing efforts.

 Data-Driven Insights: Data plays a crucial role in centric marketing. Marketers gather
and analyze customer data to gain insights into customer behavior, purchase history, and
engagement patterns. These insights inform marketing decisions and campepsico
productgn strategies.

 Personalization: One of the key principles of centric marketing is personalizing

marketing content. This can include personalized product recommendations, tailored
emails, and customized offers to create a more individualized customer experience.

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 A Study on Pepsi Product Omnichannel-Centric Marketing Strategy Adopted by Varun Beverages Limited,
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 Omni-Channel Marketing: Centric marketing is about delivering a consistent and

seamless customer experience across various marketing channels, such as social media,
email, websites, mobile apps, and in-store interactions.

 Customer Journey Mapping: Understanding the customer journey is crucial for centric
marketing. This involves mapping out the different touchpoints and interactions a
customer has with a brand, from awareness to purchase and post-purchase.

 Feedback and Engagement: Businesses actively seek feedback from customers and
encourage engagement. This not only helps in understanding customer satisfaction but
also fosters a sense of community and loyalty.

 Continuous Improvement: Centric marketing is an ongoing process that involves

constant learning and adaptation. Marketers use feedback and data to refine their
strategies and keep up with changing customer preferences.

 Brand Loyalty and Advocacy: By focusing on the customer's needs and delivering
exceptional experiences, centric marketing aims to build brand loyalty and turn satisfied
customers into brand advocates who promote the company through word-of-mouth and
referrals.

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 Metrics and KPIs: Metrics like customer satisfaction, Net Promoter Score (NPS),
customer lifetime value, and conversion rates are commonly used to measure the
effectiveness of centric marketing efforts.

 Competitor Differentiation: A centric marketing strategy can be a source of

differentiation in a competitive market. Businesses that truly prioritize their customers
and deliver outstanding experiences can stand out from the competition.

Centric marketing strategy, often referred to as customer-centric marketing, is an approach

to marketing that places the customer at the center of all marketing efforts. It involves
understanding the needs, preferences, and behaviors of individual customers or customer
segments and tailoring marketing initiatives to meet those specific needs. The goal is to
create a more personalized and engaging experience for customers, ultimately leading to
increased customer satisfaction, loyalty, and business success. Here's an overview of the key
components and principles of a customer-centric marketing strategy:

 Customer Understanding: In-depth customer research: Customer-centric marketing starts

with collecting and analyzing data to gain insights into customer preferences, behaviors,
demographics, and psychographics.

 Creating customer personas: Marketers create detailed customer personas to represent

different segments of their target audience, helping them better understand and cater to
diverse customer needs.

 Tailored messaging: Marketers use customer data to deliver personalized messages and
offers to individual customers or segments, ensuring that the content resonates with their
interests and needs.

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 Dynamic content: Websites, emails, and other marketing materials are often customized
in real-time to reflect the visitor's preferences and behavior.

 Mapping the customer journey: Understanding how customers interact with a brand at
various touchpoints helps in creating a seamless and engaging experience.

 Anticipating customer needs: By mapping the customer journey, businesses can

anticipate customer needs and provide timely solutions or information.

 Leveraging data: Customer-centric marketing relies heavily on data analytics to make

informed decisions and optimize marketing efforts.

 Predictive analytics: Using data, marketers can predict future customer behavior and
tailor their strategies accordingly.

 Customer Feedback and Engagement:Two-way communication: Customer-centric

marketing involves open and ongoing communication with customers, including
soliciting feedback and addressing concerns promptly.

 Social media and community building: Building a community of loyal customers and
brand advocates can enhance engagement and trust.

 Customer Lifetime Value (CLV):Focusing on long-term relationships: Instead of one-

time transactions, customer-centric marketing prioritizes building long-lasting
relationships with customers and maximizing their lifetime value.

 Cross-Channel Consistency: Seamless experience: Ensuring that customers have a

consistent and coherent experience across all channels, whether online or offline, is
essential for building trust.

 Agile Marketing: Adapting to change: Customer-centric marketing requires flexibility

and the ability to adapt quickly to changing customer preferences and market conditions.
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 Measuring Success: Key performance indicators (KPIs): Metrics like customer

satisfaction, retention rate, and CLV are used to gauge the success of customer-centric
marketing efforts.

 Technology and Tools: Customer relationship management (CRM) systems, marketing

automation software, and data analytics tools are often used to implement and manage
customer-centric marketing strategies.

Bill Macaitis: Who is he?

Bill was instrumental in the ascent of three software behemoths over the last ten years: Slack
(as Chief Marketing Officer and Board Advisor), Zendesk (as Chief Marketing Officer), and
Salesforce (as Senior Vice-President of Marketing).

He is a direct-talking marketing executive who thinks that e-commerce and software-as-a-

service (SaaS) businesses succeed when they adopt a customer-centric mindset across the
whole sales cycle. In his Ask Me Anything (AMA) session in the 'The Humans Strike Back'
forum, he goes into great detail on how he believes firms may achieve this by treating their
employees fairly and utilizing their abilities.

Two main issues came up in our conversation during Bill's AMA. This post's main objective
is to help you succeed with customer-centric marketing; the second piece's topic is to help
you create a customer-centric marketing department.

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1. Consider the world from your client's perspective

Salesforce CEO Marc Benioff firmly believes that you should see the world from your
customers' point of view, but as Bill personally experienced, this isn't always easy stated
than done.

Marketing specialists may have a narrow perspective on their industry, company, and
product over years of service. Although they are well-versed in their industry, a potential
customer with limited brand awareness must quickly ascertain the nature of your firm.

2: Avoid annoying your customers.

You think that's clear? And yet, we're inundated with sleazy marketing techniques these
days, which are driving us insane.

Bill discussed a novel tactic during his AMA that almost everyone who owns a cell phone
has encountered. A robocall poses as an incoming call from a number that is very similar to
yours—just one or two digits different—in the hopes that you will be more likely to answer
since it looks familiar. If you do pick up, you'll probably have a bad experience with the
brand, and the company will turn you become an instant critic.

Bill claims that these methods stem from an overly focused emphasis on immediate goals,
such lead creation.

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3. Use the astute long-term statistics to comprehend your clientele

Bill supports marketing that is driven by data. It's hard to comprehend your customers at all
without the right data.

Here are some of Bill's preferred metrics to gauge how the public views your brand.

Helped Memory

How well customers remember your brand with a little assistance is measured by assisted
recall. Can they tell you how your TV commercial ends after seeing the first half of it? Is
your logo easily recognizable among a collection of other logos in your area?

4: Provide your customers with an amazing experience

These days, marketers talk a lot about increasing conversion rates at different stages of the
funnel, but what about the bigger picture? Do our clients really think well of us? Are we
providing pleasant experiences for our customers at every stage of the sales funnel, from
awareness to recurring business?

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1.2 THEORITCAL BACKGROUND OF THE STUDY

A profit-centric marketing strategy prioritizes activities geared towards maximizing revenue

and minimizing costs to enhance overall profitability. This approach involves optimizing
pricing structures, streamlining operational processes, and focusing on high-margin
products. Targeted marketing efforts are directed at customer segments with the potential for
higher profits, while data-driven decision-making ensures resource allocation to the most
effective channels. Efficient distribution and supply chain management contribute to cost
reduction. Continuous adaptation to market dynamics and competitive analysis are integral,
alongside a keen focus on return on investment in promotional strategies. The goal is to
strike a strategic balance that aligns with profit objectives while maintaining long-term
business sustainability.

WHAT IS OMINICHANNEL

Omnichannel marketing refers to a strategy that integrates various communication channels

seamlessly to provide a unified and consistent customer experience across all touchpoints.
This approach ensures that customers can interact with a brand effortlessly, whether through
physical stores, online platforms, mobile apps, social media, or other channels, and have a
consistent and cohesive experience.

WHY OMNICHANNEL MARKETING OF VARUN BEVERAGES IS

IMPPORTANT TO PEPSI?

The adoption of omnichannel marketing by Varun Beverages is of paramount importance to

Pepsi for several key reasons. This strategy enables the brand to reach a diverse consumer
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base seamlessly through physical stores, online platforms, mobile apps, and social media.
Varun Beverages ensures a consistent and uniform brand experience regardless of the
chosen channel, fostering brand trust and recognition. The omnichannel approach also
allows Pepsi to stay agile in the face of evolving consumer behaviors, adapting to changing
trends and maintaining a cohesive brand experience. Furthermore, the integration of data
from various channels supports efficient inventory and supply chain management, while
personalized marketing initiatives enhance consumer engagement. Varun Beverages'
commitment to omnichannel marketing positions Pepsi competitively, offering a distinct
advantage in the dynamic beverage market. This approach facilitates data-driven decision-
making, empowering the company to make informed choices in shaping marketing
strategies and responding effectively to market trends

WHEN DID VARUN BEVERAGES ADOPTED OMNICHANNELMARKETING

Varun Beverages adopted omnichannel marketing in 2021, becoming the first beverage
company in India to do so. Omnichannel marketing is a strategy that integrates all of a
company's marketing channels into a single, seamless experience for the customer. Varun
Beverages has implemented omnichannel marketing in a number of ways, such as launching
a new website that is integrated with its e-commerce platform, launching a new mobile app,
and integrating its social media channels with its website and e-commerce platform. This
has helped the company to reach new customers, increase sales, improve customer
satisfaction, reduce costs, and improve efficiency

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HOW IT IS IMPORTANT

A theoretical background in the context of marketing refers to the knowledge and

understanding of various theories, concepts, and models that underpin marketing principles.
These theories could include consumer behavior, market segmentation, branding,
competitive analysis, and more. Integrating theoretical backgrounds into your marketing
strategy can be highly beneficial in several ways:

 Informed Decision-Making: A strong theoretical foundation can help marketers make

informed decisions. For example, understanding consumer behavior theories can help in
crafting advertisements that resonate with target audiences.

 Effective Targeting: Theoretical knowledge can guide the selection of target market
segments based on demographics, psychographics, or other factors, ensuring that
marketing efforts are directed towards the right audience.

 Brand Positioning: Theoretical frameworks, such as brand positioning models, can aid in
defining a brand's unique value proposition and differentiating it from competitors.

 Message Development: Theoretical background can be used to craft compelling

marketing messages that appeal to the emotions and needs of customers.

 Pricing Strategies: Economic theories can inform pricing strategies, such as cost-plus
pricing, value-based pricing, or dynamic pricing, depending on the market and product.

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 Market Research: Theoretical frameworks can guide the design and execution of market
research studies, ensuring that data is collected and analyzed in a way that is consistent
with established marketing principles.

 Competitive Analysis: Understanding competitive strategies and models, like Porter's

Five Forces, can help in assessing the competitive landscape and formulating effective
marketing tactics.

 Evaluation and Metrics: Theoretical knowledge can also be applied to determine key
performance indicators (KPIs) and metrics for measuring the success of a marketing

 Adaptation to Market Changes: Keeping up with marketing theories allows for

adaptability when market conditions change, ensuring that strategies remain relevant and
effective.

EXPLINATION FOR THE RELETED CONCEPT OF SELECTED RESEARCH

Centric marketing strategy, often referred to as customer-centric marketing, is an approach

to marketing that places the customer at the center of all marketing efforts. It is a strategy
that focuses on understanding and meeting the needs, preferences, and behaviors of
individual customers or specific customer segments. The key principles and components of
a centric marketing strategy include:

 Customer Focus:

In a customer-centric marketing strategy that integrates omnichannels, the primary

emphasis is on understanding and serving the customer across various touchpoints. This
involves the collection and analysis of data from omnichannel interactions, allowing for a
comprehensive understanding of customer preferences and behavior. The omnichannel

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approach ensures that customer insights are derived not only from individual channels but
from the entire customer journey.

 Personalization:

Personalization, a core element of customer-centric marketing, is elevated through

omnichannels. By harnessing data from diverse channels, Varun Beverages can create
highly personalized experiences for each customer. Personalized recommendations, content,
and offers are not only based on past interactions but also seamlessly integrated across the
different channels, providing a unified and tailored experience.

 Data-Driven:

Omnichannel customer-centric marketing heavily relies on data and analytics gathered

from various channels. The integration of omnichannel data allows for a more holistic
understanding of customer behavior. Varun Beverages can segment customers based on data
from physical stores, online platforms, and other channels, enabling targeted marketing
strategies tailored to specific customer segments.

 Relationship Building:

The omnichannel approach enhances relationship-building efforts in a customer-centric

strategy. Varun Beverages can engage with customers across multiple channels, fostering
ongoing communication and relationship-building. The omnichannel strategy ensures
consistent messaging and engagement, contributing to long-term relationships beyond
individual transactions.

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 Multichannel Approach:

In customer-centric marketing with an omnichannel focus, the multichannel approach

becomes integral. Varun Beverages can reach customers where they are, whether in physical
stores or online platforms, ensuring a seamless and consistent experience. This approach
acknowledges that customers may prefer different channels at various stages of their journey
and aims to provide a cohesive brand experience across all touchpoints.

 Customer Journey Mapping:

Omnichannel customer journey mapping is crucial in a customer-centric strategy. Varun

Beverages can utilize data from various channels to create comprehensive customer journey
maps. This allows for the identification of key touchpoints and opportunities for engagement
throughout the entire omnichannel customer buying process.

 Customer Feedback and Listening:

Actively listening to customer feedback is essential in both customer-centric and

omnichannel strategies. Varun Beverages can gather feedback from various channels,
including online reviews, social media, and in-person interactions. This feedback loop
contributes to continuous improvement across all channels.

 Continuous Improvement:

The omnichannel customer-centric strategy involves continuous improvement based on

insights derived from data collected across channels. Varun Beverages can adapt and evolve
marketing strategies dynamically, responding to changing customer preferences and market
dynamics across the entire omnichannel landscape.

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 Customer Lifetime Value (CLV):

Considering the long-term value of a customer is inherent in both customer-centric and

omnichannel strategies. Varun Beverages, by integrating omnichannel data, can assess the
customer's potential lifetime value more comprehensively. This involves understanding how
customers contribute value across different channels throughout their entire relationship
with the brand.

 Customer Retention:

Customer retention is a focal point in both customer-centric and omnichannel strategies.

Varun Beverages, through an omnichannel approach, can implement targeted retention
efforts across various channels. This recognizes that retaining and nurturing existing
customers is not only cost-effective but involves maintaining a positive relationship
consistently across all omnichannel interactions.

 Building Relationships:

Omnichannel interactions contribute significantly to building long-term relationships in a

customer-centric marketing strategy. Varun Beverages can utilize omnichannels to engage
with customers through various touchpoints, creating a consistent and positive relationship-
building experience. The omnichannel approach ensures that relationship-building efforts
are integrated seamlessly across all customer interactions.

 Multi-Channel Approach:

In customer-centric marketing, the multi-channel approach acknowledges that customers

interact with brands through various channels. With an omnichannel focus, Varun
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Beverages can determine the most effective channels for reaching and engaging customers
based on comprehensive research. This involves understanding how customers prefer to
engage across different channels and tailoring the multi-channel approach accordingly.

 Measuring and Adapting:

In a customer-centric marketing strategy with an omnichannel focus, the measurement and

adaptation process becomes more intricate. Metrics are crucial for assessing the
effectiveness of marketing efforts across diverse channels. Research data derived from
omnichannel interactions provides a comprehensive view, allowing Varun Beverages to
measure results and make necessary adjustments to marketing strategies dynamically,
ensuring a consistent and optimized customer experience.

 Competitive Advantage:

The omnichannel customer-centric approach pursued by Varun Beverages contributes

significantly to gaining a competitive advantage. By providing a superior and consistent
customer experience across various touchpoints, Varun Beverages can address the unique
needs of the target audience more effectively, setting the brand apart from competitors in the
highly dynamic beverage market.

 Customer Understanding:

In the omnichannel-centric marketing strategy, the first step is to gain a deep

understanding of the target audience across all channels. Varun Beverages employs tools
such as market research, surveys, analytics, and customer feedback not only to understand
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customer behaviors and preferences but also to capture insights from omnichannel
interactions, creating a more holistic customer understanding.

 Segmentation:

Omnichannel interactions provide a wealth of data for customer segmentation in a

customer-centric strategy. Varun Beverages can segment the audience based on shared
characteristics gathered from various channels. This enables the tailoring of marketing
efforts to meet the specific needs and desires of each segment, with segmentation criteria
extending to behaviors and preferences observed across omnichannel touchpoints.

 Personalization:

Personalization, a fundamental element of centric marketing, reaches new heights with the
integration of omnichannel data. Varun Beverages can deliver highly personalized content,
products, and experiences to customers based on a comprehensive understanding of their
behaviors across diverse channels. This elevated personalization enhances the customer
experience, fostering loyalty through consistent and tailored interactions.

 Omni-channel Approach:

The omnichannel-centric marketing strategy aims to provide a seamless experience across

multiple touchpoints, encompassing both online and offline channels. Varun Beverages
ensures that customers receive consistent messaging and quality of service, regardless of
where they choose to interact with the brand. This approach acknowledges the importance
of omnichannel consistency in creating a cohesive brand experience.
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 Customer Journey Mapping:

Understanding the customer journey is critical in the omnichannel-centric marketing

strategy. Varun Beverages employs data from various channels to map the stages a customer
goes through, identifying touchpoints and pepsico productn points along the omnichannel
journey. This holistic mapping enables Varun Beverages to optimize marketing efforts
across all channels, enhancing the overall customer experience.

 Data and Analytics:

Data and analytics play a central role in the omnichannel-centric approach. Varun Beverages
leverages data collected from various channels to gain insights into customer behavior,
preferences, and trends. This comprehensive information informs decision-making and helps
optimize marketing campepsico productgns across the entire omnichannel landscape.

 Customer Engagement and Feedback:

Continuous customer engagement and feedback collection are fundamental aspects of both
centric and omnichannel strategies. Varun Beverages actively engages with customers
across various touchpoints, gathering feedback not only to enhance individual interactions
but to adapt and improve omnichannel strategies in response to changing customer needs
and preferences.

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 Brand Loyalty and Advocacy:

The ultimate goal of the omnichannel-centric marketing strategy is to build strong customer
loyalty and advocacy. Varun Beverages, through consistent and personalized interactions
across channels, aims to turn satisfied customers into brand advocates. The omnichannel
approach recognizes the importance of providing a superior experience to foster long-term
loyalty and advocacy.

 Measurement and KPIs:

Centric marketing strategies with an omnichannel focus involve the tracking of key
performance indicators (KPIs) across various channels. Varun Beverages utilizes metrics
such as customer satisfaction, Net Promoter Score (NPS), and customer lifetime value
(CLV) to assess the effectiveness of omnichannel-centric initiatives, ensuring that the brand
delivers value consistently across all customer interactions.

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 CHAPTER -02

ORGANIZATIONAL PROFILE
 A Study on Pepsi Product Omnichannel-Centric Marketing Strategy Adopted by Varun Beverages Limited,
Bengaluru .

2.1 INTRODUCATION IN THE ORGANIZATION

PepsiCo, Inc. is a multinational food and beverage corporation that was founded on August
28, 1898. Headquartered in Purchase, New York, PepsiCo operates as one of the world’s
leading companies in the food and beverage industry. It offers a diverse portfolio of brands,
including its namesake carbonated drink Pepsi, Mountain Dew, Lay’s, Gatorade, Tropicana,
Quaker, and many more.

Varun Beverages Limited, founded in 1999, is a global player in the food and beverage
industry. With its headquarters situated in Bengaluru, Varun Beverages operates as a
prominent company, offering a diverse range of brands. This portfolio includes renowned
beverages like Pepsi, Mountain Dew, along with snacks like Lay’s, and various other
products such as Gatorade, Tropicana, and Quaker.

As of 2023, Varun Beverages boasts a workforce of over 12000 employees worldwide,

contributing to its extensive global presence spanning 9 countries and territories. The
company has exhibited a commitment to sustainability, establishing ambitious
environmental goals, including efforts to reduce its carbon footprint, conserve water, and
minimize waste.

Varun Beverages places a strong emphasis on product innovation, responding to changing

consumer preferences by introducing healthier options such as low-sugar and low-sodium
beverages, baked snacks, and oat-based products. The company has a history of successful
marketing campaigns and collaborations with influencers, contributing significantly to its
brand recognition on a global scale.
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Similar to other major corporations, Varun Beverages is led by a Chief Executive Officer
(CEO), who collaborates with a team of key executives holding various C-level positions.
This executive leadership team includes CEOs overseeing specific geographic regions, such
The CEO also serves as the Chairman of the Board of Directors, responsible for guiding the
company's vision and strategy.

Varun Beverages' Board of Directors plays a pivotal role, overseeing the company's
strategic direction through key committees, including Audit, Compensation, Nominating
and Corporate Governance, and Sustainability, Diversity, and Public Policy. The board
provides crucial guidance to ensure alignment with the company's mission and adherence to
corporate governance standards.

The organizational structure of Varun Beverages follows a hierarchical model, with the
CEO at the pinnacle overseeing the entire company. Reporting directly to the CEO are key
executives responsible for specific functional areas. These executives, as illustrated in the
organizational chart, guide their respective teams, ensuring effective communication and
coordination.

At lower organizational levels, divisions and departments are led by Presidents or General
Managers who report to high-level executives. These leaders oversee the performance of
their business units, driving growth and profitability within their respective spheres. Within
each division, managers supervise various functions, such as marketing, sales, operations,
finance, and human resources, contributing to the efficient execution of business strategies.
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Varun Beverages' organizational structure is designed to facilitate decision-making,

communication, and coordination across divisions and departments. This hierarchical
approach promotes accountability, alignment, and the seamless flow of information
throughout the organization.

FIGURE:02

SOURCE: https:// d.wikimedia.org

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PepsiCo has made numerous changes to its organizational structure to adapt to shifting
global market conditions. The current organizational structure of the corporation is a
reflection of its global leadership and expansion goals. These objectives demonstrate the
mission and vision statements of PepsiCo. The way PepsiCo's organizational structure

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fosters global expansion is another way that the company's strategies are evident. The
organizational structure of a company outlines the layout and composition of its business
units as well as how they work together to fulfill the objectives of the company. In the case
of PepsiCo, the organizational structure provides control over the global reach of the
company while taking into account significant variations in market conditions.

PepsiCo's worldwide organizational hierarchy is structured to provide governance, control,

and oversight on a global scale. The corporate or global level features a sizable structure for
monitoring, control, and top-down communications, ensuring adherence to goals and
policies. This centralized approach aids in minimizing deviations from the company's
objectives.

The organizational structure enables PepsiCo to focus on the specific needs of local markets
through market divisions. While this provides global corporate control, it also presents
challenges, limiting flexibility. For instance, the single worldwide division for Frito-Lay
poses difficulties in adapting to market shifts. To enhance responsiveness to global market
variations, dividing such single worldwide divisions into regional market divisions could be
advantageous.

PepsiCo, Inc., a major player in the food and beverage industry, operates in over 200
nations. Formed in 1965 through the merger of Frito-Lay, Inc. and the Pepsi-Cola Company,
the corporate office is based in Purchase, New York.

The origins of Pepsi-Cola trace back to Caleb D. Bradham, a pharmacist in New Bern,
North Carolina, who created the drink in 1898. Named Pepsi-Cola to emulate the success of
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Coca-Cola, the beverage gained widespread popularity, leading to the establishment of the
Pepsi-Cola Company in 1902. Post-World War I, the company faced financial challenges,
underwent reforms, and experienced moderate profitability during the 1920s.

Pepsi-Cola commercial

The originator of the modern Pepsi-Cola, Charles G. Guth (1876–1948), acquired the
company's trademark and assets in 1931. He established a new Pepsi-Cola Company, hired a
chemist to create a better beverage, installed new bottling machinery, and started charging
five cents for a 12-ounce bottle of the wildly popular beverage. In addition, Guth served as
president of Loft, Incorporated, a 1919-founded candy and soda-fountain business. Due to
legal difficulties, he lost ownership of the Pepsi-Cola Company to the new Loft
management in 1936–1939. Loft, Inc. became the Pepsi-Cola Company in 1941 after the
Pepsi-Cola Company was merged into Loft.

Pepsi Center in Denver

1950 saw the appointment of actor Joan Crawford's husband, Alfred N. Steele (1901–1959),
as CEO of the Coca-Cola Company. Steele had previously served as vice president of the
company. During the 1950s, Pepsi-Cola's net profitability increased elevenfold due to his
concentration on massive advertising campaigns and sales promotions, positioning the
company as a significant rival to Coca-Cola. (Thespian Joan Crawford, Steele's widow,
joined the company as an active director upon his death.) In 1965, Pepsi-Cola merged with
Frito-Lay, Inc., the company that produced snack foods such Fritos, Doritos, Lay's potato
chips, and Rold Gold pretzels. With the acquisition of three restaurant chains—Pizza Hut,
Inc. (1977), Taco Bell Inc. (1978), and Kentucky Fried Chicken Corp. (1986; now known as
KFC)—as well as Seven-Up International (1986), the recently expanded business further

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expanded its portfolio. However, in 1997, the restaurant chains were split off to form Tricon
Global Restaurants, Inc., a new, independent business. In an effort to expand its line of
healthier products, PepsiCo purchased the Dole and Tropicana juice brands from Seagram in
1998. Then, in 2001, it combined with the Quaker Oats company to establish Quaker Foods
and Beverages, a new subsidiary. Popular PepsiCo products included Pepsi cola, Frito-Lay
snack foods, Tropicana juices, Gatorade sports drinks, Quaker Oats cereals, Lipton Tea, and
Rold Gold pretzels after the merger.

Perry Katy

Early in the twenty-first century, PepsiCo concentrated on growing its business in other
countries, especially Russia, which constituted its second-largest market. It acquired a
majority stake in JSC Lebedyansky, the biggest juice producer in Russia, in 2008, and three
years later it successfully acquired Wimm-Bill-Dann Foods. PepsiCo is now the most
important food and beverage company in Russia because to those investments.

Taco Bell is a U.S. fast-food restaurant business based in Irvine, California, that specializes
in serving tacos and other dishes with a Mexican flair. Established in 1962 by Glen Bell, an
American entrepreneur, the network has over 350 franchisees globally and over 7,000
stores. Its unique product lineup and unwavering commitment to branding have made it one
of the most approachable and distinctive fast-food restaurant chains.

Glen Bell was the owner and operator of multiple restaurants, including Bell's Drive-In and
Bell's Hamburgers & Hot Dogs in San Bernardino, prior to the 1962 opening of the first
Taco Bell in Downey, California. In order to set himself apart from his competitors
(especially McDonald's, which had established itself in San Bernardino), he opted to serve
hard-shell tacos at Bell's Hamburgers and Hot Dogs in 1951, which marked the beginning of
his career serving quick-service Mexican cuisine. Later, Bell was a part of the partnerships
that ran El Taco (1958–1962) and Taco Tia (1954–1956), two chains with several locations
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throughout southern California. After selling his interest in El Taco, he went on to start Taco
Bell on his own and constructed the company's first location, a small 20-by-20-foot stucco
building at 7112 Firestone Boulevard in Downey.

Taco Bell expanded quickly, acquiring its 100th store (located at 400 South Brookhurst,
Anaheim) in 1967 and its first franchisee, retired Los Angeles policeman Kermit Becky, in
1964. Bell went public three years later, at which point the company operated 325
restaurants throughout the West Coast of the United States. For over $125 million, PepsiCo
Inc. bought 868 Taco Bell locations in 1978. Taco Bell's transformation from a local success
to a national sensation started with this transaction.

The company expanded its marketing and branding efforts and started introducing new
menu items and restaurant formats in the 1980s and 1990s. During this time, the company
made some of its biggest moves: promoting Tim Burton's 1989 film Batman; introducing a
"value menu" in 1990; introducing Taco Bell Express in 1991 (a smaller Taco Bell that
specializes in quick, inexpensive options); and sponsoring the inaugural ESPN X Games in
1995. Taco Bell and KFC collaborated on a brand in 1995 as well. After Tricon Global
Restaurants (later Yum! Brands) split from PepsiCo in 1997, both companies became
subsidiaries of the latter. In the late 1990s, Taco Bell employed a Chihuahua named Gidget
as the star of their commercials. The dog gained popularity despite controversy, as the breed
was perceived as a cultural caricature.

Taco Bell has kept coming up with creative ways to partner and brand since 2000 in an
effort to draw more customers. For example, in 2001, the firm promised to give away free
tacos to every American if the Soviet space station Mir hit a goal they had set out in the

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Pacific Ocean. The company collaborated with Mountain Dew soda in 2004 to create
Mountain Dew Baja Blast, which was first exclusively available at Taco Bell. A similar
campaign, called Doritos Locos Tacos, was introduced in 2012 in collaboration with Frito
Lay and was a huge hit. With Major League Baseball, the company launched a promotion in
2007 that offered a free taco to every American for each stolen base during the World
Series. "Steal a Base, Steal a Taco" was a promotion that persisted after the World Series
and was also used in the NBA. In the NBA Finals, it was renamed "Steal a Game, Steal a
Taco" and awarded a victory to the visiting team. McDonald's was replaced as the NBA's
official fast-food partner in 2009 by Taco Bell.

Taco Bell also engaged in other forms of competition. In 2014, it started offering breakfast
all around the country. In addition to more conventional pastries, coffee, orange juice, and
waffle tacos, other of its creative offerings included a breakfast burrito. In that identical
year, Taco Bell unveiled the industry's first mobile ordering and payment app. Then, in
2015, Taco Bell established its first location to sell alcohol (in Chicago), debuted its vegan
and vegetarian menu, and started a limited delivery service in the US.

Even though the chain was unable to secure a monopoly on the fast-food industry in the
United States and around the world, these effective marketing strategies have elevated Taco
Bell to a publicly recognized brand, especially in the United States, where the company
serves over 40 million consumers each week. Taco Bell now holds a dominant market
position in the Mexican fast-food industry in the United States because to this volume, and
the firm has successfully established itself as a global brand, with over 300 locations
throughout more than 25 non-American nations. The corporation's total yearly sales
exceeded $10 billion.

Caleb Bradham, a Duplin County, North Carolina, pharmacist and businessman, created the
soft drink Pepsi. In 1898, he created the "Pepsi-Cola" trademark to market the beverage

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from his New Bern, North Carolina, pharmacy. Bradham founded the Pepsi-Cola Company
in 1902 and filed for a patent in 1903,as demand for his beverage grew. The business was
incorporated in 1919 under Delaware General Corporation Law. Before World War I,
Bradham's business was very successful. But, the war's sugar shortage and the unstable
postwar sugar market severely harmed the company's finances, and in 1923 Bradham filed
for bankruptcy and went back to managing pharmacies in North Carolina.

The secret recipe and company brand were acquired by Craven Holding Corporation on
June 8, 1923. Wall Street trader Roy Megargel partnered with Charles Guth to acquire the
Pepsi brand, operations, and goodwill from Craven Holding in 1931. In addition, Guth
served as president of Loft, Incorporated, a well-known candy manufacturer located in Long
Island City, New York. At the time of Guth's takeover, Loft had 115 outlets spread over the
Mid Atlantic region. Guth replaced Coca-Cola at Loft's stores and restaurants with Pepsi
Cola by using the firm's scientists and labs to reformulate the Pepsi syrup recipe. Guth also
used his position as president of the company to his advantage. Guth moved the beverage
company to a location near Loft's own facilities in New York City and promoted Pepsi using
Loft resources as well.

In the well-known case of Guth v. Loft Inc., the owners of Loft filed a 1935 lawsuit against
Guth for his 91% ownership of Pepsi-Cola Company. After winning the lawsuit, Loft
officially merged Pepsi into itself on May 29, 1941. The next year, Loft changed its name to
Pepsi-Cola Company. At this time, candy businesses and loft restaurants were split off.

The introduction of Diet Pepsi and the acquisition of Mountain Dew in the early 1960s
helped Pepsi-Cola expand its product lines. In 1965, the Pepsi-Cola Company merged with
Frito-Lay, Inc. to form PepsiCo, Inc. PepsiCo was founded in Manhattan, New York, and
was organized under Delaware General Corporation Law. In 1970, the business relocated its
headquarters to Purchase, New York. PepsiCo was reincorporated in North Carolina in

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1986. On December 20, 2017,, PepsiCo moved its shares from the New York Stock
Exchange to Nasdaq, ending its 39-year trading history on the latter exchange.

Purchases and sales of assets of Varun Beverages:

Varun Beverages embarked on a strategic expansion and diversification journey, mirroring

PepsiCo's approach from the late 1970s to the mid-1990s. The company acquired entities
beyond its primary focus on packaged food and beverages, subsequently divesting non-core
business lines. Varun Beverages, aligning with a core strategy, divested certain brands and
formed strategic partnerships, reflecting its commitment to concentrate on key snack foods
and beverages.

In its growth trajectory, Varun Beverages completed notable acquisitions such as Tropicana
Products in 1998, marking an entry into the orange juice market. The strategic acquisition of
Quaker Oats in 2001 broadened Varun Beverages' portfolio, integrating brands like
Gatorade, Aunt Jemima, and Chewy Granola Bars. The company continued its global
presence with significant acquisitions, including a majority stake in a Russian food
company, Wimm-Bill-Dann Foods, in 2011.

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Varun Beverages pursued strategic collaborations, as seen in the joint venture with the Theo
Muller Group in 2012, creating Muller Quaker Dairy. This venture provided Varun
Beverages with a foothold in the American dairy market. The company demonstrated its
commitment to health-focused products with the acquisition of Bare Foods in 2018 and
Rockstar Energy in 2020.

Varun Beverages faced its share of challenges, notably a lawsuit in India in 2019 concerning
potato cultivation. However, the company responded to public and governmental pressure
by withdrawing the lawsuit. The company continued its strategic ventures with the
acquisition of BFY Brands in 2019, integrated into its Frito-Lay division.

In line with a commitment to sustainability, Varun Beverages unveiled plans to achieve net-
zero greenhouse gas emissions by 2040 in January 2021. Furthermore, the company
expanded its product line by acquiring a majority stake in a French private equity firm,
emphasizing a focus on healthy snack foods.

Varun Beverages' strategic investments continued with a $550 million investment in a

maker of energy drinks in August 2022, showcasing its commitment to growth and
diversification in the ever-evolving beverage industry.

Rivalries

In the beverage industry, The Coca-Cola Company is widely considered PepsiCo's main
rival In December 2005, PepsiCo surpassed The Coca-Cola Company in market value for
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the first time in the 12 years that the two businesses had started to compete. The Coca-Cola
Company led the market in sales of carbonated soft drinks in the United States in
2009.PepsiCo continued to lead the market for refreshing beverages in the same year,
despite the disparities in their product lines. PepsiCo's business has expanded to include
foods, snacks, and beverages as a result of partnerships, mergers, and acquisitions it pursued
in the 1990s and 2000s. Carbonated soft drink manufacturing and sales no longer account
for the majority of PepsiCo's sales In 2009, beverages made up less than half of the
company's total revenue. Tropicana and Gatorade, in instance, accounted for somewhat
more than 60% of PepsiCo's beverage sales in that same year

The Frito-Lay and Quaker Oats brands of PepsiCo dominate the snack food market in the
United States, accounting for about 39% of total snack food sales in 2009.Kraft Foods, now
known as Mondelez International, is one of PepsiCo's main rivals in the snack food industry
as a whole, holding 11% of the market share in 2009.Other soda competitors include RC
Cola, Keurig Dr. Pepper, and independent brands that vary by region.

The Soviet Union:

The USSR held a Soviet technology and culture show in New York in 1959. In response, the
United States held an exhibition in Moscow's Sokolniki Park, which sparked the well-
known kitchen dispute. Pepsi Cola was one of the American goods on display. Upon
obtaining an image of the U.S. By eating Pepsi, President Richard Nixon and Soviet Premier
Nikita Khrushchev were able to draw the attention of the Soviet people and negotiate a cola
monopoly in the USSR in 1972, thanks to PepsiCo CEO Donald Kendall. Owing to Soviet

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restrictions on sending roubles abroad, PepsiCo set up a barter agreement whereby Pepsi
syrup would be traded for Stolichnaya vodka.

This agreement lasted until 1990, when the USSR and PepsiCo renegotiated a US$3 billion
agreement to exchange vodka for syrup and a small fleet of decommissioned Soviet
warships, which included a destroyer, a frigate, and 17 submarinesThis agreement was
renegotiated with the USSR's former allies because it fell through before it could be
implemented. The new trade agreement called for receiving double-hulled tankers from
Ukraine and cheese from Russia to supply its Pizza Hut locationsIt also gave rise to an
incorrect factoid that states that PepsiCo briefly held one of the most powerful navies in the
world after acquiring the Soviet fleet. This is untrue because the agreement would have only
awarded PepsiCo "small, old, obsolete, unseaworthy vessels."

2.2 COMPANY PROFILE

FIGURE:03

SOURCE; https://www.google.com/imgres?imgurl
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INTRODUCTION TO THE SOFT DRINK AND BEVERAGE INDUSTRY:

The Soft drinkds is called “soft” interestingly with “hard” blended beverages. A bit content
of alcohol Might be accessible in the form of a soda pops, however the content of alcohol
should be lesser than 0.5% of total volume of the beverages to be in a thought about
nonalcoholic.

Natural item punch, tea and other non-blended refreshment are in actuallty soft drinks.

Sodas may be served chilled, over ice shapes or at room temperature. In remarkable cases,
some Soft beverages, for instance, Dr Pepper, vernors and pepsi can be served warm. These
are the soft drinks which are open in various courses of action, including containers, glass
containers, and plastic Bottles.

These drinks are mixed with various settling in the multiple of setting. In the countries of
western part, in restaurants and distinctive games where liquor is being served various
mixed refreshments are been made to blend to a pop with an liquor and serving the drink
combined with ice cubes. One without a doubt comprehended case is the drinks and coke,
which may` in like manner containing of lemon content. Some specially designed natural
item punch equations.

Global Scenario:

Soft drink is non – blended refreshment created utilizing fluctuating fixings. These are
implied as liquid refreshments. The market consolidates carbonated soda pops, separated
drink water ready to tea and espresso, juices and juice dense, and utilitarian refreshments.

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The market bars non-blended refreshments like hot beverages and dairy drinks. Sodas are
served either cold or at run of the mill room temperature.

Technavio's specialists guess the overall soda pops market to create at a ACGR [Annual
Compound Growth Rate] of 5.62% amid the time 2017-2021.

The report covers the present situation and the improvement prospects of the overall soda
pops showcase for 2017- 2021. The report shows a point by point photograph of a market by
the staegerial technique for study, mix, and summation of data from different sources.
Technavio's report, overall pop market 2017-2021, has been prepared in light of a through
and through market examination with commitments from the experts industry the marketer
port scene covers and its advancement coming prospects for a long period of the years the
report moreover joins a talk of a impotant venders working in this market.

Indian Scenario of Varun Beverages Bangalore

Since Varun Beverages entered the Indian market, there has been a significant
transformation in the carbonated beverage industry. At the time of Varun Beverages' entry,
Parle held a leading position, with Thums-up as its flagship brand. Parle's diverse product
offerings included Limca and Goldspot. However, Varun Beverages' entry marked a pivotal
moment, introducing notable changes and reshaping the dynamics of the Indian carbonated
beverage market.

MAJOR MARKET PLAYERS IN SOFT DRINKS INDUSTRY

Coca-Cola: The product Coco-cola invested in eighteen eighty-six by stith john pemberton
in Georgia & Columbus. It was regiestred in the year 1892. The company owns its anchor

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bottles in North America.stock is listing on the „NYSE‟ and is been in a portion of DJAI:
The present chairman and chief executive officer of the organisation in Muhtar

PEPSI:

The soft drinks like Pepsi is a content of carbonated, manufactured by Pepsi Company. It
was created and developing in eighteen ninety-three and introducing as Brand’s Drink on
August 1898 it was re-named as Pepsi-Cola, then Pepsi in North America in the1961.

In 2010, PepsiCo went into four years' with agreement for the improvement of simulated
high potential PepsiCo sweeteners drinks. Under this agreement, Pepsi Co was PepsiCo
product thirty million dollar with the end goal of PepsiCo item sold utilizing innovation.
Family as per the PepsiCo this coordinated effort would center on the Disclosure,
Advancement and Commercialization of sweet enhancers.

COMPANY PROFILE:

Varun Beverages is an Indian multinational food, snack, and beverage company with its
headquarters in india. Varun Beverages engages in the production, marketing, and
distribution of grain-based snack foods, beverages, and various other products. Its diverse
range of brands is available in approximately 8 countries and territories. Notable brands,
showcasing Varun Beverages' presence in the global market. The company is committed to
providing a wide array of quality products, spanning from snacks to beverages, catering to
diverse consumer preferences.

Board of Directors

Indra K Nooyi Chairman of&C EO and B O D

Shona L. Brown Former Senior Advisor

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Ian M Cook Presidents and C E O Chairman.

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1.3: PROMOTERS:

Chairman and CEO

Aryan Patel:

Shivani Kapoor Chairman and CEO of Indian Region

Rahul Verma Chief Executive officer-India Food

Tanya Singh Head of the Canada

Ali Khan In charge of Food and beverages

Carla Hernandez Chief Marketing officer

Harish Menon Head, Supply Chain Operations

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Shona L Brown Senior Advisor
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Company policies:

Varun Beverages' Human Rights Workplace Policies

Globally Evolving Food and Ingredient Policies at Varun Beverages

Varun Beverages' Position on Animal Testing

REGISTRATION AND OTHER DETAILES:

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1 GSTN 29AAACP1272G12J

2 Certificate of incorporation Number 55-77782

VARUN BEVERAGES INDIA

3 Name of the company PRIVATE LIMITED

Address of the registered office and

4 Bengaluru, Karnataka 562123
contact details
WEB:VarunBeverages.com

5 Registration date 28/August/1999

6 Category Private limited

7 Company is listed or not Listed company

AWARDS AND RECOGNITIONS:

Corporate Secretary Magazine

Granted good Plenary Administration, Consistence and Morals Progression (Huge Top
Class 2013)

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Corporate Secretary Magazine

Granted good Plenary Administration, Consistence and Morals Progression (Huge Top
Class 2013)

FIGURE:05

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%2Four-

Permitted Organization ace of the year (enormous Best Class 2016) Dow Jones
manageability File

FIGURE:06

Source: https%3A%2Fp%2Fgroceries%2Fpepsico

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Fortune's reality

Name Medially Fortune's world Most Appreciated Organizations (2017) Barron's

reality

Situated 28th on Barron's world's Most Regarded Organizations list (2016)

FIGURE:07

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%2F2017%2F05%2F

VISION, MISSION AND QUALITY POLICY:

VISION:

We Will Be the Most Admired Beverage Company In All Our Markets

MISSION:

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While refreshing billions of consumers with a vast portfolio of beverages touching all age
groups, we shall ensure a sustainable ecosystem with a positive impact on our planet and
well-being.

Cooperation:

In this organization relying upon the cooperation of the representative and to doling out the
work premise on the limit and expertise and learning of the individual and furthermore to
evaluate the limit of the worker taken the necessary steps as it conceivable.

Competence:

Varun Beverages is recognized for its prowess in marketing and distribution, akin to
PepsiCo. This segment aims to delve into the core competencies of Varun Beverages,
assessing their impact on the organization's adopted strategies.

AREA OF OPERATION:

Varun Beverages is a global multinational corporation with a presence in over 200 countries
through more than 50 subsidiary companies. To facilitate global operations, Varun
Beverages' business is organized into four main divisions, which are outlined below:

Global Regional

North-America Brazil, USA

Europe UK, Germany, Sweden

Middle East Saudi Arabia, Kuwait

Asia and Africa India, Australia and China

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Financial Highlight of Varun Beverages:

Varun Beverages demonstrated robust performance in 2016 despite a challenging business

environment marked by economic instability and uncertainty in several key global markets.
The company not only met but exceeded all its financial goals, building on the strategic
initiatives implemented in the preceding year, 2015.

• The organic revenue of the company witnessed a commendable growth of 4%.

• Core steady currency earnings per share (EPS) exhibited a noteworthy increase of 9%

• Core net margins saw a substantial improvement by 90 basis points, while core operating
margins enhanced by 40 basis points, even with increased investments by the company.

2.3 PRODUCT AND SERVICE PROFILE

Figure:08

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Source: https%3A%2F%2Ffanyv88.com%3A443%2Fhttps%2Fupload.wikimedia.org%2Fwikipedia%2Fcom

Foods (snacks) product:

1. Kurkure

2. Cheetoes

3. Lehar Namkeens

4. Quaker Oats

5. Lays

6. Uncle Chippses„Beverage‟s product‟

7. Pepsi’s

THE “VARUN BEVERAGES-NELAMANGALA”

The plant produces the main product like:

1. PEPSI:

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Figure:09

Source: http://www.pepsitimeportal.com

Pepsi is sparkling tender drink created and pretend through PepsiCo. In Globe
Around 200 million customers are loved a brand in past 100 year.

2. MOUNTAIN DEW:

Mountain Dew sis a soft drink carbonated created and possessed by Pepsi-Co
the first recipe was developed in nineteen forty by Tennessee‟s refreshment Barney
bottler and Partner Hartmann. A changed recipe has made by Bridg forth Bill in
nineteen fifty-eight. In August nineteen sixty-four the brands the generation‟s rights
were gained from the tip by Pepsi cola administrations &soon there an after
conveyance Extended‟s all more generally more the Unified state& Canada.

3. 7UP:
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Figure 11:

Source: http://www.steampunkpepsifactory.com/figure11

7 UP the invigorating drink is clear with a characteristic lime &Lemon season

was made in 1929 It was propelled in Barat in nineteen ninety7UP‟s lemon
refreshment lifts you up and abandons you feeling Cheery.

Its shining, fresh lemon and lime enhance keeps you positive despite seemingly
insurmountable opposition. Simply the ideal drink for a nation that is basically
unputdownable by its offer of downswings and difficulties Aquafina:

4. AQUAFINA:

Figure 12:

Source: http://www.pixelatedpepsidreams.com/figure12

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Aquafina was first propelled in the US in 1994.In Barat, Aquafina tripe started with its
madras in dispatch in nineteen ninety-nine.

Aquafina experiences a five stage best in class cleaning strategy to give

purchasers unadulterated water and immaculate taste. Aquafine‟s the worked trough‟s
resuscitating and sharp advancing.

5. MIRINDA:

Figure 13:

Figure 13:

Source: http://www.pepsitimeportal.com/figure13

Miranda’s the worldwide pop pepsico product from brand that the moved in Barat
in nineteen ninety-one the staggering of Miranda was taste bestowed Miranda’s Men fight,
through the 1996.

6. SLICE:

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Figure 14:

Source: http://www.pepsidesertoasis.com/figure14

Slice was impelled in Barat in nineteen ninety-three as a restoring drink mango

and quickly proceeded to twist up a primary in the players classes.

In two thousand eight Slice was re-launched with a triumphant thing arrange for
that impacted client to encounter energetic feeling for its taste. With new pack plans
and chaos breaking advancing, cut has a fit intrigue

1.8: INFRA STRUCTURE FACILITIES:

Varun Beverages India Private Limited's Nelamangala facility, situated across 43 acres
with a dedicated 14 acres for beverage production, operates five advanced production
lines. These include the OPT creation line, established in 1998, boasting a production rate
of 220 containers per minute. The Slice production line, initiated in 1999, achieves a
production speed of 270 bottles per minute. The Aquafina generation line, in operation
since 2001, maintains a rate of 196 BPM. The New Pet generation line, introduced in
2013, features a capacity of 400 BPM, covering 300ML and 250 ML bottles. Additionally,
the recently established CSD Ketneer production line operates at 220 BPM.

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The facility employs a workforce of 209 employees and 60 staff members. Varun
Beverages prioritizes employee well-being by providing various facilities, including a
running flask for motivation, complimentary medical services, and discounted company
products. Employees also benefit from uniforms, security shoes, and hand gloves. Welfare
facilities encompass restrooms, hospitality services, and vacation time. Non-statutory
offerings include recreational facilities, general holidays, flexible work schedules, and
company-sponsored events. Varun Beverages emphasizes employee development through
training opportunities covering on-the-job training, business knowledge, communication
skills, and decision-making capabilities.

FUTURE GROWTH AND PROSPECTS:

Varun Beverages, in collaboration with its partner, is strategically positioning itself for
expansion and enhancement of its product and delivery infrastructure. The primary objective
is to achieve robust growth across all facets of the business. A pivotal component of this
strategy is a dedicated commitment to innovation, with Varun Beverages aiming to diversify
its portfolio of food and beverages to meet the varied and expanding demands of the Indian
market. In the manufacturing sphere, the company envisions a substantial increase in
production capabilities to keep pace with the escalating demands for its products. With an
ambitious target, Varun Beverages and its partner aspire to triple their production capacity
in India by 2020. Moreover, a significant allocation of resources is designated for the
expansion of Varun Beverages' well-established community farming program. This
initiative equips farmers with essential resources such as high-quality seeds, technical
agronomic expertise, access to bank credits, and crop insurance, fostering sustainable
agricultural practices and building positive relationships within the farming community.

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Overall, Varun Beverages' strategic framework is aligned towards comprehensive growth,

innovation, and social responsibility.

FINANCIAL STATEMENT:

Profit and loss accountas on 1st –Apr-2020 to 31-Mar-2021:

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IGAAP_V 72 for SOMU Neelam YTD [01-APR-2020 to

31-MAR-2021]

(Amounts Scaled to '0)

Profit and Loss Note SOMU Neelam

INR

Revenue from operations

Sale of products [gross] 20 INR 3,49,32,53,274.47

Less: Excise duty INR 69,03,35,265.84

Sale of products (net) INR 2,80,29,18,008.63

Other operating revenues 20 INR 2,44,16,296.70

Total INR 2,82,73,34,305.33

Other income 21 INR 7,44,160.72

Total Income INR 2,82,80,78,466.05

EXPENDITURE

Cost of materials consumed 22 INR 1,73,13,10,069.68

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Purchases of stock in trade 23 INR 35,76,60,028.16

finished goods an inventories, &work in progress an

24 INR -1,59,67,442.03
changes

Employee benefit Expenses 25 INR 20,37,93,809.96

Depreciation( to be shown net of transfer from

revaluation
11 INR 19,98,42,325.17
reserve)

Other expenses

Total expenses 27 INR 56,61,81,827.30

tax items an extraordinary & exceptional is before

INR 3,04,28,20,618.24
profit &

Loss

Profit/(Loss) before Extaordinary items and tax INR -21,47,42,152.19

Profit/(Loss) before Tax

Profit/(Loss) INR -21,47,42,152.19

Profit/(Loss) per equity share INR -21,47,42,152.19

INR -21,47,42,152.19

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Profit and loss accountas on 1st –Apr-2019 to 31-Mar-2020:

IGAAP for SOMU Neelam YTD [01-Apr-2019 to 31-Mar-2020] (Amounts Scaled to '0)

Profit and Loss SOMU Neelam

Note

INR

Operations on Revenue
20 INR 3,67,04,26,170.00

products an Sale [gross]

Less the duty an Excise INR 69,20,50,983.36

products an Sale [net] INR 2,97,83,75,186.64

Revenues operating in Other 20 INR 1,21,36,573.44

.total INR 2,99,05,11,760.08

Total income INR 2,99,05,11,760.08

EXPENDITURE

materials an Cost of expended 22 INR 1,92,00,12,786.85

Buy a stock in exchange 23 INR 33,50,17,274.12

inventories an Changes of completed products, work-

in-advance 24 INR 72,94,131.92

Employee benefit Expenses 25 INR 19,99,09,415.68

Finance Cost 26 INR 1,37,548.00

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Depreciation(to be shown net of transfer from

revaluation reserve) 11 INR 24,08,60,409.99

expenses in other 27 INR 62,45,06,694.98

Expenses on total INR 3,32,77,38,261.54

tax items an extraordinary& exceptional before Profit &

INR -33,72,26,501.46
loss

tax items an P & l before Extraordinary INR -33,72,26,501.46

Tax before P & L INR -33,72,26,501.46

Expense an Tax

Current the tax INR 64,70,678.91

INR 64,70,678.91

Profit/(Loss) for the year INR -34,36,97,180.37

Profit/(Loss) per equity share

Balance Sheet as on 2018-2019-2020-2021:

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Period Ending 2020-21 2019-20 2019-18 2018-17
A Study on Pepsi Product Omnichannel-Centric Marketing Strategy Adopted by Varun Beverages Limited,

Current Assets Bengaluru .

1,06,10,00 91,58,00 90,96,0 61,34,00

Cash
0 0 00 0

89,00,00 69,67,00 29,13,0 25,92,00

Short- Term ventures
0 0 00 0

70,24,00 66,94,00 64,37,0 66,51,00

Net Receivables
0 0 00 0

29,47,00 27,23,00 27,20,0 31,43,00

Stock
0 0 00 0

15,46,00 9,08,00 18,65,0 21,43,00

Other Current Assets
0 0 00 0

3,10,27,00 2,64,50,00 2,30,31,0 2,06,63,00

Add up to Current Assets
0 0 00 0

Long haul Assets

20,42,00 19,50,00 23,11,0 26,89,00

Long –term ventures
0 0 00 0

1,72,40,00 1,65,91,00 1,63,17,0 1,72,44,00

Settled Assets
0 0 00 0

1,47,44,00 1,44,30,00 1,41,77,0 1,49,65,00

Goodwill/Altruism
0 0 00 0

1,38,38,00 1,34,33,00 1,30,81,0 1,40,88,00

Elusive Assets
0 0 00 0

9,13,00 6,36,00 7,50,0 8,60,00

Different Assets
0 0 00 0

Conceded Charges an
Nagarjuna school of Management Page 54
Asset
 A Study on Pepsi Product Omnichannel-Centric Marketing Strategy Adopted by Varun Beverages Limited,
Bengaluru .

NetCASHFLOW:
Income 65,13,000.00
48,57,000.00 63,29,000.00 54,52,000.00
Income
Operating
Activities
Devaluation 26,25,000.00
23,69,000.00 23,68,000.00 24,16,000.00
Net Income
4,33,000.00
Adjustments 35,45,000.00 9,50,000.00 20,89,000.00
Change in
Operating
Activities
Records - - -
-3,43,000.00
Receivable 2,02,000.00 3,49,000.00 4,61,000.00
Change in - - -
-1,11,000.00
inventories 1,68,000.00 75,000.00 2,44,000.00
Other
- - -
Operating -1,89,000.00
3,21,000.00 74,000.00 1,84,000.00
Activities
-
Liabilities 15,33,000.00
1,37,000.00 13,26,000.00 17,47,000.00
Net cash
Flow- 1,05,06,000.00
99,94,000.00 1,06,73,000.00 1,08,64,000.00
Operating
Cash Flow-
investing
Activities
Capital - - -
-28,59,000.00
Expenditures 29,69,000.00 30,40,000.00 27,58,000.00
- - -
Ventures -23,86,000.00
19,10,000.00 43,01,000.00 40,000.00
Other
-
Investing $193,000 -3,08,000.00
4,76,000.00 4,11,000.00
Activities
Net Cash
- - -
Flows- -49,37,000.00
44,03,000.00 71,48,000.00 35,69,000.00
Investing
Income
Nagarjuna school of Management Page 55
Financing
Activities
Sale and
Purchase of -42,67,000.00
15,43,000.00 25,42,000.00 45,01,000.00
Stock
A Study on Pepsi Product Omnichannel-Centric Marketing Strategy Adopted by Varun Beverages Limited,
Bengaluru .

Period
2018 2019 2020 2021
Ending
Net Income 65,13,000.00
48,57,000.00 63,29,000.00 54,52,000.00
Income
Operating
Activities
Devaluation 26,25,000.00
23,69,000.00 23,68,000.00 24,16,000.00
Net Income
4,33,000.00
Adjustments 35,45,000.00 9,50,000.00 20,89,000.00
Change in
Operating
Activities
Records - - -
-3,43,000.00
Receivable 2,02,000.00 3,49,000.00 4,61,000.00
Change in - - -
-1,11,000.00
inventories 1,68,000.00 75,000.00 2,44,000.00
Other
- - -
Operating -1,89,000.00
3,21,000.00 74,000.00 1,84,000.00
Activities
-
Liabilities 15,33,000.00
1,37,000.00 13,26,000.00 17,47,000.00
Net cash
Flow- 1,05,06,000.00
99,94,000.00 1,06,73,000.00 1,08,64,000.00
Operating
Cash Flow-
investing
Activities
Capital - - -
-28,59,000.00
Expenditures 29,69,000.00 30,40,000.00 27,58,000.00
- - -
Ventures -23,86,000.00
19,10,000.00 43,01,000.00 40,000.00
Other
-
Investing $193,000 -3,08,000.00
4,76,000.00 4,11,000.00
Activities
Net Cash
- - -
Flows- -49,37,000.00
44,03,000.00 71,48,000.00 35,69,000.00
Investing
Income
Nagarjuna school of Management Page 56
Financing
Activities
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2.4 MC KINSEYS 7S FRAMEWORK

The 7S Framework, developed by McKinsey & Company, is a management model that

helps organizations analyze and align various elements within their structure to achieve their
strategic objectives. These seven elements are categorized into "hard" and "soft" elements,
and they all need to be harmonized to ensure effective organizational performance. Let's
analyze the 7S Framework in the context of PepsiCo, a well-known multinational food and
beverage company:

Strategy:

The overall strategy might need to be revisited to align with the new brand identity. This
could include adjustments to the product portfolio, market positioning, and innovation focus
under the Varun Beverages name.

Varun Beverages utilizes a multifaceted strategy encompassing product differentiation,

market expansion, strong branding, cost leadership, continuous innovation, supply chain
optimization, strategic collaborations, and sustainability initiatives to effectively navigate
the beverage industry, ensuring competitiveness, customer appeal, and operational
efficiency.

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Structure:

The organizational structure might need to be adjusted to accommodate the new brand. This
could involve changes in the divisional structure or reporting relationships to reflect the new
identity.

Systems:

Varun Beverages strategically employs a diverse set of systems to optimize its operations.
These encompass Enterprise Resource Planning (ERP) systems for seamless integration of
core processes, Supply Chain Management systems to enhance end-to-end efficiency,
Customer Relationship Management (CRM) systems for personalized interactions, and Data
Analytics tools for informed decision-making. Quality Management systems ensure product
excellence and compliance, while Innovation Management tools streamline the development
and tracking of new products. Human Resources Management Systems (HRMS) support
workforce management, and E-commerce platforms facilitate online engagement and
transactions. This comprehensive system landscape underscores Varun Beverages'
commitment to operational excellence, innovation, and customer satisfaction.

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Skills:

Varun Beverages strategically cultivates a workforce equipped with diverse skills crucial for
operational success. Through targeted training programs, employees are adeptly trained in
technical competencies, innovation and creativity, customer service excellence, supply chain
management, quality assurance, team collaboration, and adaptability. The company
emphasizes leadership development to ensure a robust leadership pipeline. Training
initiatives, incorporating workshops, on-the-job experiences, mentorship, and e-learning,
contribute to skill enhancement. Varun Beverages' commitment to continuous learning
reflects its dedication to staying abreast of industry trends and fostering a highly skilled,
adaptable, and collaborative workforce. Regular assessments and feedback mechanisms
fine-tune training strategies for optimal employee development.

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 CHAPTER -03

LITRATURE REVIEW:
 A Study on Pepsi Product Omnichannel-Centric Marketing Strategy Adopted by Varun Beverages Limited,
Bengaluru .

3.1 REVIEW OF THE LITERATURE

1. Dr. Sarita Bhal, July 2012:

Provides a comparative analysis of selected beverage products from PepsiCo and Varun
Beverages based on risk and return. The study aims to determine whether these products
outperform or underperform benchmark indices. The methodology involves random
selection and the use of monthly Net Asset Value (NAV) data over a five-year period.

2. Sarvendu Tiwari, 2012:

Investigates the performance of PepsiCo and Varun Beverages in the beverage market. The
findings reveal that these companies have generally outperformed industry benchmarks in
the long term. However, it's acknowledged that the beverage market, like equity mutual
funds, can be more volatile than benchmark indices.

3. Dr. Yogesh Kumar Mehta, 2012:

Explores the emerging scenario of beverage companies, specifically focusing on PepsiCo

and Varun Beverages. Utilizes a sample of selected beverage products from both companies,
concluding that they have outperformed traditional options and are preferred choices for
consumers, especially in the medium to long term.

4. Subrata Roy, April 2012:

Conducts a comparative analysis of the performance of PepsiCo and Varun Beverages

during economic recessions in the beverage industry. The objective is to examine risk-
adjusted and market-timing performance using data analysis tools such as Treynor ratio and
volatility ratio. The findings suggest that the performance of these companies during
economic downturns may not be satisfactory.
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5. Dr. Rajendran P. and Ms. Niveditha R., 2013:

Examines the factors influencing the performance of PepsiCo and Varun Beverages in the
beverage industry. The research finds that elements such as product innovation, market
trends, and distribution strategies significantly impact their overall performance.

6. Dr. Shriprakash Soni, April 2015:

Conducts a comparative analysis of beverage products offered by PepsiCo and Varun

Beverages. Aims to identify factors influencing their performance and assist investors in
making informed choices. Secondary data is used, employing convenience sampling over a
five-year period to analyze and compare the performance of different beverage schemes.

7. R. Kumar Gandhi, March 2016:

Focuses on the impact of the performance of selected beverage products from PepsiCo and
Varun Beverages on investors' decision-making processes. Uses convenience sampling,
analyzing the performance of four selected beverage schemes from public and private
sectors over one year, employing tools such as standard deviation, beta, alpha, Treynor, and
Sharpe ratio.

8. N. Bhagyasree, April 2016:

Conducts research on the performance of PepsiCo and Varun Beverages in the beverage
industry. Aims to assess the safety of these investments for shareholders. Various financial
metrics such as Sharpe ratio, Treynor ratio, Jensen ratio, Beta, and Standard deviation are
used to determine the safety and guide investors in making informed decisions.

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9. Dr. Neha Gupta and Dr. Arjun Singh, August 2019:

Focuses on workforce management and organizational culture. Explores how PepsiCo and
Varun Beverages attract, retain, and develop talent. Aims to understand the correlation
between human resource practices and the companies' performance over a period of four
years.

10.Dr. Rajeshwari Sharma and Dr. Meenakshi Sharma, 2020:

Compares the performance of top-rated beverage products by PepsiCo and Varun

Beverages. Spans three years from 2017 to 2020. Carbonated beverages from PepsiCo are
found to outperform non-carbonated and hybrid products on average. However, it's noted
that carbonated beverages are subject to market fluctuations and carry a relatively higher
risk. The study highlights significant performance variations within each product category.

11.Dr. Rajeev Kumar and Dr. Prashant Kumar, 2022:

Reviews the literature on PepsiCo and Varun Beverages' performance in the beverage
industry. Notes a substantial body of mixed findings. Some studies suggest outperformance
against industry benchmarks, while others indicate otherwise. Factors such as marketing
strategies, product portfolios, and market conditions are identified as influencing the
performance of these beverage companies.

12."Service Management: Strategy and Leadership in Service Business" -

Normann's work focuses on the strategic aspects of managing service businesses.

Regis McKenna:

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13."Relationship Marketing: Successful Strategies for the Age of the Customer" -

McKenna discusses the shift towards relationship marketing.

Bernd Schmitt and Alex Simonson:

14."Marketing Aesthetics: The Strategic Management of Brands, Identity, and Image" -

This book explores the role of aesthetics and sensory experience in marketing.

Paul Greenberg:

15."CRM at the Speed of Light: Social CRM 2.0 Strategies, Tools, and Techniques for
Engaging Your Customers" - Greenberg discusses the impact of social media on
customer-centric strategies.

Scott D. Anthony:

16."The Little Black Book of Innovation: How It Works, How to Do It" - While not
solely focused on marketing, this book provides insights into innovative strategies for
customer-centric businesses.

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3.2 STATEMENT OF THE PROBLEM

Varun Beverages faced several challenges in its marketing and operational strategies,
hindering its ability to create a unified customer experience. The company struggled with
fragmented customer data collected from various sources, impeding its ability to create a
cohesive customer profile and deliver personalized marketing experiences. This lack of
integration extended to inefficient marketing campaigns, where separate efforts across
channels led to duplication and difficulty in measuring overall impact.

Moreover, Varun Beverages' focus on traditional marketing channels limited its reach,
especially as consumers increasingly turned to online platforms and social media for product
information. The absence of integration between online and offline channels created a
disjointed customer journey, impacting the seamless transition between different
touchpoints. The diverse channels through which Varun Beverages sold its products also
introduced the potential for conflict, as each channel operated with distinct needs and
requirements.

Inventory management and order fulfillment complexities arose from selling through
multiple channels, requiring a robust system to meet customer demands accurately and
promptly. Seamless customer service across all channels proved challenging, as Varun
Beverages struggled to provide consistent support for orders, returns, and inquiries.

Additionally, the company faced a lack of visibility into customer behavior and difficulties
in measuring the impact of marketing campaigns across diverse channels. This resulted in
challenges in understanding customer interactions, determining campaign effectiveness, and
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providing a uniform customer experience due to varying pricing structures, product catalogs,
and customer service policies. Varun Beverages aimed to overcome these hurdles by
implementing a more integrated and adaptive approach to its marketing and operational
strategies.

3.3 Problems faced by Varun beverages before the implementation of omnichannel:

 Fragmented customer data

Varun Beverages collected customer data from multiple sources, such as its website, point-
of-sale systems, and loyalty programs. However, this data was fragmented and difficult to
analyze. This made it difficult for Varun Beverages to create a unified customer view and
deliver personalized marketing experiences.

For example, a customer who purchased a product from the Varun Beverages website might
have a different profile in the company's loyalty program. This made it difficult for Varun
Beverages to track the customer's purchase history and preferences across all channels.

 Inefficient marketing campaigns

Varun Beverages ran separate marketing campaigns for each channel. This led to
duplication of effort and inefficiencies. It was also difficult to track the effectiveness of each
campaign and measure the overall impact on sales.

For example, Varun Beverages might run a television ad campaign to promote its new
product launch. It might also run a social media campaign to promote the same product

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launch. However, it would be difficult to track how many customers saw the television ad
and how many customers saw the social media ad. This made it difficult to measure the
effectiveness of each campaign and determine which channel was driving the most sales.

 Limited reach

Varun Beverages' marketing campaigns were largely focused on traditional channels, such
as television, print, and outdoor advertising. This limited its reach to potential customers
who were increasingly shopping online and using social media.

For example, a potential customer who was interested in learning more about Varun
Beverages' products might search for the company on Google. However, if Varun Beverages
did not have a strong online presence, the potential customer might not be able to find the
information they were looking for.

 Lack of integration between online and offline channels

Varun Beverages' online and offline channels were not integrated. This made it difficult for
customers to switch between channels seamlessly. For example, a customer who browsed
products on the Varun Beverages website could not easily purchase them in a store.

 Channel conflict

Varun Beverages sold its products through a variety of channels, including traditional retail
stores, e-commerce marketplaces, and its own website. This created the potential for channel
conflict, as each channel had its own unique needs and requirements.

For example, a traditional retail store might want to offer exclusive discounts to its
customers. However, this could conflict with Varun Beverages' e-commerce strategy, which
might focus on offering uniform pricing across all channels.
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 Inventory management

Managing inventory across multiple channels can be complex and challenging. Varun
Beverages needed to ensure that it had enough stock on hand to meet customer demand
across all channels.

For example, if a customer placed an order for a product on the Varun Beverages website,
the company needed to ensure that the product was in stock and could be shipped to the
customer quickly. However, if the product was also being sold in traditional retail stores,
Varun Beverages needed to ensure that the product did not sell out before the customer's
order could be processed.

 Order fulfillment

Varun Beverages needed to have a robust order fulfillment system in place to ensure that
customers received their orders accurately and on time, regardless of the channel they
purchased from.

For example, if a customer placed an order for a product on the Varun Beverages website,
the company needed to pick and pack the order accurately and ship it to the customer on
time. However, if the customer placed the order during a busy sales period, Varun
Beverages needed to ensure that the order could still be fulfilled accurately and on time.

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 Customer service

Varun Beverages needed to provide a seamless customer service experience across all
channels. Customers should be able to easily get help with their orders, returns, and other
inquiries, regardless of the channel they used to contact Varun Beverages.

For example, if a customer placed an order on the Varun Beverages website and had a
question about the order, they should be able to contact customer service through the
website and receive a quick and helpful response. However, if the customer placed the order
over the phone, they should also be able to contact customer service over the phone and
receive the same level of service.

 Lack of visibility into customer behavior: Varun Beverages had limited visibility into
how customers were interacting with its brand across different channels. This made it
difficult to understand what was driving customer behavior and to develop effective
marketing campaigns.

 Inability to measure the impact of marketing campaigns: Varun Beverages found it

difficult to measure the impact of its marketing campaigns across different channels.
This made it difficult to determine which campaigns were most effective and to allocate
resources efficiently.

 Difficulty in providing a consistent customer experience: Varun Beverages found it

difficult to provide a consistent customer experience across different channels. This was

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due to a number of factors, such as different pricing structures, different product

catalogs, and different customer service policies.

3.3 NEED OF THE STUDY

Varun Beverages Limited's exploration of its Pepsi profit-centric marketing strategy through
a comprehensive study not only shapes its own trajectory but creates a symbiotic ecosystem
that extends benefits to its suppliers. The study becomes Varun Beverages' guiding light,
enhancing strategic decision-making by offering a panoramic view of the effectiveness of
their current approach. This clarity empowers Varun Beverages to refine strategies, ensuring
they align with market trends and consumer expectations. The study's impact on
performance evaluation is pivotal, enabling Varun Beverages to identify successful elements
and areas for improvement. This introspection sets the stage for an agile marketing
approach, elevating overall performance.

For Varun Beverages, competitive benchmarking is facilitated by the study, providing

insights into industry norms and positioning. Customer insights become a valuable currency
as Varun Beverages tailors strategies to meet consumer expectations, fostering brand
loyalty. Resource allocation optimization is an art form guided by the study, ensuring
efficient deployment of resources for maximum impact. Risk mitigation becomes proactive,
as potential pitfalls associated with the marketing strategy are uncovered, fortifying
initiatives against disruptions. Brand perception enhancement is a byproduct, shaping Varun
Beverages' image positively in the eyes of consumers.

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The study's influence extends to suppliers, offering benefits such as improved demand
forecasting, efficient supply chain management, and collaborative planning. Suppliers stand
to gain from a more synchronized supply chain, aligning production with Varun Beverages'
optimized strategies. Collaborative planning opens avenues for joint innovation, allowing
suppliers to develop products that complement Varun Beverages' marketing approach.
Market expansion becomes a possibility, and stability in long-term relationships emerges as
a foundational element for suppliers. The study acts as a catalyst for a collaborative and
mutually beneficial relationship between Varun Beverages and its suppliers, unlocking
synergies that contribute to the success of both entities.

3.4 SCOPE OF THE STUDY

This study centers on Varun Beverages Limited, Bengaluru, and its implementation of a
profit-centric marketing strategy, specifically focusing on the Pepsi brand. From September
11, 2023, to October 25, 2023, my analysis aims to provide valuable insights into the
intricacies of Varun Beverages' approach to marketing Pepsi products, with a primary
emphasis on maximizing profitability.

The study will delve into the core elements of Varun Beverages' profit-centric marketing
strategy, evaluating its alignment with industry trends and the company's overarching
business objectives. Emphasis will be placed on understanding how Varun Beverages
strategically positions Pepsi in the market to enhance revenue streams and drive sustained
profitability.

Furthermore, this study will explore the company's commitment to omnichannel marketing
during the specified period. By examining Varun Beverages' utilization of various channels,

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including digital platforms, traditional advertising, and distribution networks, I seek to

uncover the synergies between these channels and their collective impact on Pepsi's market
presence and financial performance. The insights gathered aim to shed light on the
effectiveness of Varun Beverages' omnichannel approach and provide actionable
recommendations for refining and optimizing their marketing strategies

3.5 OBJECTIVES OF THE STUDY

1. To assess consumer acceptance of Pepsi Beverages

2. To analyze positioning strategies adopted by Varun Beverages

3. To investigate the role of marketing strategy of Pepsi to defend market share

4. To evaluate the influence of marketing

5. strategy of Pepsi to defend market share

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Bengaluru .

3.6 HYPOTHESES

H0/NULL HYPOTHESIS

PARTICULARS NUMBER OF %
RESPONDENTS

Excellent 10 20%

Good 25 50%

Average 10 20%

Blow 05 10%

Poor 00 00%

TOTAL 50 100%

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3.6 "H1: Pepsi/Varun beverages Will Experience Increased Brand Engagement and
Sales Through the Implementation of Omnichannel Strategies"

In the contemporary marketing landscape, the integration of omnichannel strategies has

become indispensable. The hypothesis proposes that Pepsi, with its established brand
presence and extensive consumer reach, stands to gain significantly from the
implementation of omnichannel strategies. The factors influencing this hypothesis are
multifaceted.

Firstly, omnichannel strategies promise an enhanced customer experience by providing a

cohesive and integrated journey across online and offline platforms. This seamless
interaction has the potential to elevate satisfaction and engagement with the Pepsi brand.
Additionally, increased accessibility, ensured by the omnichannel approach, offers Pepsi
products through various channels, accommodating diverse consumer preferences and
potentially amplifying sales.

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Personalized marketing, facilitated by omnichannel strategies leveraging customer data,

emerges as a pivotal factor. Pepsi can tailor messages and promotions to individual
preferences, nurturing stronger connections with consumers. The streamlined purchasing
process, allowing consumers to transition effortlessly between online and offline channels,
reduces friction in the buying journey, positively influencing consumer behavior.

Moreover, the data-driven decision-making capability of omnichannel strategies enables

Pepsi to collect and analyze valuable consumer data. This, in turn, empowers the company
to refine marketing strategies, optimize product placement, and enhance overall
performance. Maintaining a consistent brand image across all channels fosters trust and
recognition, potentially resulting in increased consumer loyalty and advocacy for Pepsi.

Lastly, as consumer behavior evolves with the prevalence of digital interactions, Pepsi's
adoption of omnichannel strategies positions the brand to stay relevant and responsive to
changing trends. In summary, these factors collectively underscore the potential benefits of
implementing omnichannel strategies, presenting a compelling case for Pepsi's exploration
of this approach in its marketing strategy.

3.6.2 Null Hypothesis (H0): Pepsi Will Not Experience Significant Benefits Through
the Implementation of Omnichannel Strategies

The null hypothesis asserts that the adoption of omnichannel strategies will not yield a
substantial positive impact on Pepsi's brand engagement, sales, or overall performance. This
scepticism is rooted in the consideration that the implementation of omnichannel approaches
may not necessarily result in significant benefits for Pepsi, either due to inherent challenges
in execution or the existing dynamics of the market. Execution challenges, encompassing

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issues like integration complexities, technological constraints, and workforce adaptability,

could impede the successful implementation of omnichannel strategies, leading to a lack of
tangible benefits. Despite the growing popularity of omnichannel approaches, consumer
resistance or a preference for traditional purchasing channels may hinder active engagement
with Pepsi's efforts in this regard. Additionally, Pepsi's well-established brand and market
presence may already have reached a saturation point through existing channels, potentially
limiting the potential for significant expansion or increased market share with the addition
of omnichannel strategies. The intense competitive dynamics in the beverage industry and
the potential unaffected nature of consumer loyalty to the Pepsi brand further contribute to
the null hypothesis, suggesting a cautious outlook on the transformative impact of
omnichannel strategies for Pepsi.

OBSERVED EXPECTE RESIDUAL (O-E) ^2 COMPONENTS

FREQUENCY (O) FREQUENCY (E) VALUE (O-E)
(O-E) ^2/E

10 10 0 0 0

25 10 15 225 22.5

10 10 0 0 0

5 10 -5 25 2.5

0 10 -10 100 10

TOTAL 35

H1/ALTERNATIVE HYPOTHESIS
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3.7 RESEARCH DESIGN

This study adopts a descriptive research design to achieve a detailed understanding of

Pepsi's omnichannel strategies. The primary goal is to present an accurate and
comprehensive portrayal of how Pepsi integrates diverse channels to engage with its
audience. Simultaneously, the study explores the potential benefits derived from the
implementation of omnichannel strategies, aiming to contribute insights into the advantages
gained by Pepsi through this approach

1. Primary Data Collection:

 Questionnaires:

Method: Developed and administered meticulously crafted questionnaires to Varun

Beverages' marketing team, aiming to extract detailed insights into Pepsi's product profile-
centric marketing strategy. The structured format allowed for systematic data collection,
ensuring a broad representation of opinions and experiences within the marketing team.

 Interviews:

Method: Conducted one-on-one interviews with key decision-makers within Varun

Beverages, including marketing executives and strategists. Employed open-ended questions
to delve into the rationale behind adopting Pepsi's product profile-centric strategy,
challenges faced, and adjustments made. This method allowed for a more personal and
detailed exploration of key themes, providing in-depth qualitative data.
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 Observations:

Method: Personally observed marketing events, campaigns, or consumer interactions related

to Pepsi products at Varun Beverages' locations. Recorded detailed observations regarding
the physical implementation of the product profile-centric strategy. Direct observations
provided a real-world perspective on how the strategy is executed on the ground, ensuring a
hands-on understanding of its practical implications and effectiveness

.3.8 SAMPLING DESIGN

The sampling design for this study is meticulously crafted to capture a holistic perspective
on the distribution network and supply chain practices within the IT industry. This involves
the collection of a total of 50 samples, evenly distributed between IT distributors and
company supply chain departments, with the overarching goal of gaining comprehensive
insights into their operations..

4.0 TOOLS OF THE DATA COLLECATION

In the study conducted at Varun Beverages, a personalized approach to data collection was
adopted, involving various tools to gain insights into the distribution network and supply

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chain practices within the company. As the primary investigator, the following tools were
utilized:

1. Questionnaires:

 Objective: The objective was to gain insights into Varun Beverages' unique operational
dynamics.

 Implementation: This involved personally crafting and administering targeted

questionnaires among relevant personnel, focusing on specific aspects of the distribution
network and supply chain practices.

2. Google Forms:

 Advantage: Customized surveys were created using Google Forms to directly collect
responses from Varun Beverages' employees, streamlining the data collection process
and ensuring efficient participation.

3. Email Marketing Tools:

 Benefits: Personally conducted email campaigns played a crucial role in distributing

survey invitations and reminders within Varun Beverages. This direct communication
method engaged employees and encouraged their active participation in the study.

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4. Company Documents:

 Insight: Valuable insights were extracted by personally accessing and analyzing relevant
internal documents within Varun Beverages, including distribution manuals and supply
chain guidelines. This complemented survey responses, providing a deeper
understanding of the company's specific processes.

5. Survey Findings:

The analysis of Varun Beverages combines insights from internal documents and a
diverse survey. Internal documents, including distribution manuals, offered a detailed
view of company processes. The survey, encompassing various demographics, provided
valuable data on consumer preferences, satisfaction levels, marketing feedback, and
future expectations. This dual approach enhances the overall analysis, offering a
comprehensive understanding of Varun Beverages and its strategic landscape

4.1 LIMTATIONS OF THE STUDY

 Data Privacy and Ethical Concerns: Gathering and utilizing customer data extensively
can raise significant privacy and ethical concerns. It's crucial to navigate the
regulatory landscape and maintain the trust of customers, which can be challenging.

 Data Accuracy and Quality: The effectiveness of centric marketing heavily depends
on the quality and accuracy of the data used. Inaccurate or outdated data can lead to
flawed insights and decisions.

 Resource Intensive: Implementing centric marketing strategies often requires

significant investments in technology, analytics, and human resources. Small
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businesses or organizations with limited resources may find it challenging to adopt

these strategies effectively.

 Customer Overload: Over personalization can sometimes lead to customer overload.

When customers receive an overwhelming number of personalized messages or
recommendations, they may become disengaged or annoyed.

 Target Audience Heterogeneity: Some products or services may have highly diverse
customer bases, making it difficult to create one-size-fits-all marketing strategies. In
such cases, it can be challenging to effectively implement centric strategies.

 Limited Historical Data: Startups and new businesses often have limited historical
data to work with, which can hinder the development of personalized marketing
strategies.

 Incomplete Customer Profiles: Not all customers provide the same level of
information or engagement, which can lead to incomplete customer profiles. This can
limit the effectiveness of personalization efforts.

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 CHAPTER -04

DATA ANALYSIS AND INTERPRETATION

 A Study on Pepsi Product Omnichannel-Centric Marketing Strategy Adopted by Varun Beverages Limited,
Bengaluru .

4.1 DATA ANALYSIS AND INTERPRETATION

Table no 4.1

Table showing that age of the Respondents of Pepsi

PARTICULARS NO OF RESPONDENTS PERCENTAGE

Below 20 years 15 30%

20 to 30 years 21 42%

SOURCE : SURVEY

ANALYSIS:-

By the table come to know that there are 42% of respondents are below20 years, 30%
of the respondents are from 20 to 30 years, 20% are the respondents are from 30 to 40
years and 8% of the respondents are from above 40 years.

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Graph no 4.1

Graph title; age of the Respondnts

15

50 21

10

INTERPRETATION:-

Through the analysis more of the respondents are given information that they from the age
group of 20 to 30 years. In this age of customer very interested to purchasing the
pepsico product and this age customer developing their life standards. In other age of the

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customers reduce the life development comparing the 20 to 30 years age of customers
because of low products and services purchasing t

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Table no 4.4

Table showing Consumer Opinions on PepsI Products/Services

PARTICULARS FREQUENCY PERCENTAGE

Excellent 20 40%

Good 10 20%

Average 12 24%

Bad 8 16%

TOTAL 50 100%

SOURCE: SURVEY

ANALYSIS: -

By nearsighted the above table we can conclude 40% of the respondents are giving
the opinion that the Pepsi product-care excellent whereas 20% are saying good and
24%of the respondents are giving opinion as average and 16% are given opinion as

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Graph Showing Consumer Opinions on Pepsi Products

GRAPH:4.2

20

50 10

12

Excellent Good Average Bad

INTERPRETATION:

By the survey we can conclude that the majority of the respondents are giving the
opinion as a excellent products. When the Pepsi product and are good quality
products and durability also increasing now a days. Customer relationship is very
good so that results in excellent. In other respondents their opinion levels increasing
day to day use the products.

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Table 4.5

Table showing that Perceptions of PepsiCo Product/Service Advertisements

PARTICULARS FREQUENCY PERCENTAGE

Highly Satisfied 20 40%

Satisfied 10 20%

Dissatisfied 12 24%

Highly 8 16%
Dissatisfied

TOTAL 50 100%

SOURCE : SURVEY

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ANALYSIS:-

Based on the analysis of Perceptions of PepsiCo Product/Service Advertisements, it

is evident that 20% of respondents express satisfaction with PepsiCo products.
Additionally, a substantial 40% of participants convey a high level of satisfaction
with the products. Conversely, 24% of respondents express dissatisfaction with
PepsiCo products, while 16% report a high level of dissatisfaction. These findings
provide insights into the varying perceptions of consumers regarding the
advertisements of PepsiCo products and highlight both positive and negative

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Graph No 4.6

Graph showing Perceptions of PepsiCo Product/Service Advertisements

60
5
50

3
30 FREQUEN

CY
20 1

10

ye no TOTA

INTERPRETATI0N :

The graphical representation suggests that a majority of respondents find comfort and
ease in using PepsiCo products. The data indicates a common sentiment among
participants who express understanding of how to use PepsiCo products and identify
their specific applications or placements. This positive trend in user comfort and

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comprehension reflects favorably on the user experience and perceived accessibility of

PepsiCo product

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Table no 4.7

Table showing that the opinion regarding the advertisement of the Pepsi
products

PARTICULARS FREQUENCY PERCENTAGE

Excellent 15 30%

Good 20 40%

Average 8 16%

Bad 7 14%

SOURCE : SURVEY

ANALYSIS:-

Based on the table, it can be deduced that respondents hold varied opinions regarding
the advertisements of Pepsi products. Notably, 30% of participants express a positive
sentiment, describing the advertisements as excellent. A larger segment, comprising
40% of respondents, perceives the advertisements as good. Additionally, 16% of
participants offer a neutral viewpoint, stating that the advertisements are neither good
nor bad. On the contrary, 14% of respondents express a negative opinion, describing
PepsiCo product advertisements as bad.

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Graph no 4.7

Graph showing that the opinion regarding the advertisement of the

Pepsi product products

FREQUEN

5 2

8
7

Excellent Good Average Bad

INTERPRETATION: -

Based on the above graph, a clear consensus emerges among respondents, indicating that the
majority view PepsiCo products positively. The effective use of television and social media
for advertising appears to resonate well with the public, garnering a favorable opinion from
a significant portion of participants. However, it is noteworthy that a segment of
respondents, although in the minority, still relies on traditional mediums such as newspapers
for information on PepsiCo products. This insight suggests that a diverse advertising

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approach, combining both digital and traditional channels, may be effective in reaching a
broader audience and catering to varying consumer preferences.

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Table no 4.11

Table showing Recommendations from Respondents Regarding PepsiCo

Products

PARTICULARS FREQUENCY PERCENTAGE

Strongly agree 20 40%

Agree 8 16%

Disagree 12 24%

Strongly disagree 10 20%

SOURCE : SURVEY

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ANALYSIS:-

By analyzing the data, it is revealed that 40% of respondents strongly agree that
obtaining information about PepsiCo products is convenient and satisfactory. In
contrast, 20% express a strong disagreement with this convenience. Furthermore, 16%
of participants agree that acquiring information from PepsiCo products is convenient,
while 24% hold a dissenting opinion on this matter. These findings underscore the
varying perspectives among respondents regarding the ease of accessing information
about PepsiCo products and highlight both positive and negative sentiments in this
regard.

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Graph no 4.11

Graph showing Recommendations from Respondents Regarding PepsiCo

Products

5
5

3 FREQUEN

20 PERCENTA
2
1
1
1 8

0
Strongl Agre Disagre Strongl y TOTA
y

INTERPRETATION: -

Based on the graph, a predominant conclusion emerges, indicating that the majority
of respondents strongly agree that obtaining information about PepsiCo products and
services is highly convenient. The data suggests that the information available on
PepsiCo product websites is easily accessible to the public, facilitating a seamless
flow of information. Respondents express confidence in the effectiveness of visiting

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PepsiCo product showrooms for inquiries, emphasizing the belief in the

confidentiality and reliability of these outlets.

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Table no 4.12

Table showing Consumer Sentiments During Purchase and Use of PepsiCo

Products

PARTICULARS FREQUENCY PERCENTAGE

Newspaper 8 16%

TV 12 24%

Website 15 30%

Social media 10 20%

Radio 5 10%

Total 50 100%

SOURCE : SURVEY

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ANALYSIS:-

The presented table provides insights into consumer sentiments related to the
availability of information on PepsiCo products. According to the data, 16% of
respondents indicate that information on PepsiCo products is accessible through
newspapers. Additionally, 24% mention that information is available on television,
while 30% rely on websites for obtaining information. Social media platforms are
noted by 20% of respondents as a source of information, and 10% mention radio as a
medium for accessing information on PepsiCo products. These varied responses
illustrate the diverse channels through which consumers seek information, highlighting
the importance of a multi-faceted approach in disseminating product details to cater to
different preferences.

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Graph no 4.12

Graph showing Consumer Sentiments During Purchase and Use of PepsiCo

Products

8
1 Newspaper
5 TV
1
Website

1 Social
5 media

INTERPRETATION: -

The graph clearly indicates that a significant majority of respondents prefer obtaining
information through the company's website. This trend aligns with the contemporary
reliance on mobiles, laptops, and social media platforms. The data suggests that
leveraging websites is an effective strategy to engage and attract the public, given the
widespread use of digital devices and the increasing preference for online platforms

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among users in today's context. This insight underscores the importance of optimizing
web-based channels to effectively reach and engage with the audience.

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Table no 4.13

Table showing that from how long they are using Pepsi product products

PARTICULARS FREQUENCY PERCENTAGE

Below 6 months 3 6%

6 months to 1 year 24 48%

1 to 2 years 8 16%

2-3 years 8 16%

Above 3 years 7 14%

SOURCE : SURVEY

Analysis:-

Upon analysis, it is evident that respondents have varying durations of product usage.
The data reveals that 6% of participants have been using PepsiCo products for the past
six months. A majority, constituting 48%, falls within the usage range of six months to
one year. Additionally, 16% report a product usage duration of one to two years,
another 16% fall within the range of two to three years, and 14% have been loyal users
for more than three years. This information provides a comprehensive understanding
of the diverse timelines of consumer engagement with PepsiCo products.

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Graph no 4.13

Graph showing that from how long they are using pepsico product

INTERPRETATION: -

60

5
50

40

30 FREQUEN
2 CY

20

10 8 8 7
3

0
Below 6 6 months 1 2-3 years Above Tota

to 2 3

The prevailing sentiment among respondents indicates that a majority of them have
been utilizing products and services from PepsiCo within the duration of 6 months to 1
year. This trend can be attributed to the propensity of customers to adopt and purchase
new additions and updated products and services offered by PepsiCo. The inclination
towards trying out and transitioning to newer products contributes to the dynamic
nature of consumer preferences, driving them to engage with various offerings from
PepsiCo within the specified timeframe

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Table no 4.14

Table showing that how the respondents recommend about pepsico product
to others

PARTICULARS FREQUENCY PERCENTAG

E

Definitely will 20 40%

Recommend

Probably will Recommend 6 12%

N0t sure 10 20%

Probably will not 8 16%

Definitely will not 6 12%

SOURCE : SURVEY

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ANALYSIS:-

Based on the analysis, it is evident that respondents exhibit diverse opinions when it
comes to recommending PepsiCo products to others. Specifically, 40% express a
strong inclination, stating that they will definitely recommend PepsiCo products to
others. Another 12% indicate a likelihood, mentioning they probably will recommend.
A notable 20% express uncertainty, while 16% lean towards not recommending,
stating they probably will not recommend PepsiCo products to others. Lastly, 12%
assert a definite stance against recommending, stating they will not recommend
PepsiCo products to others. These varied responses provide insights into the range of
perspectives and intentions among respondents regarding advocating for PepsiCo
products.

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Graph no 4.14

Graph showing that how the respondents recommend about pepsico product
to others

Definitely will
Recommend
2
Probably will

Not
6
5
Probably will

1
Definitely will

8 Tota
6

INTERPRETATION: -

The prevailing sentiment among respondents indicates a strong inclination towards

recommending PepsiCo products to others. This inclination is attributed to the
consistent delivery of positive information to customers. The positive image associated
with PepsiCo products further solidifies the decision to definitively recommend them

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to others. This positive perception underscores the brand's widespread positive impact
on the minds of the community,

COVARAINCE TEST:

FREQUENC PERCENTAG
Y E
FREQUENCY 27.2
PERCENTAGE 0.544 0.01088

INTERPRETATION: -

The covariance test results indicate a minimal occurrence of 27.2, constituting 0.544%
in the dataset. However, the significance of this data point is contingent on additional
context and information about the variables involved, which is not provided. Moving
to respondents' recommendations for PepsiCo products, diverse opinions surface, with
40% strongly inclined, 12% likely, 20% uncertain, 16% leaning towards not
recommending, and 12% firmly against recommending. These varied responses offer
insights into the diverse perspectives and intentions among respondents regarding
endorsing PepsiCo products. Overall, the prevailing sentiment among respondents
reveals a strong inclination to recommend PepsiCo products, attributed to consistent
positive information delivery and a positive brand image, underscoring the brand's
widespread positive impact on the community.

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Table no 4.17

Table showing that how they feel when they purchase and use the Pepsi products

PARTICULARS FREQUENCY PERCENTAGE

11 22%
Satisfied

28 56%
Good

6 12%
Comfortable

5 10%
Not bad

TOTAL 50 100%

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SOURCE : SURVEY

ANALYSIS: -

Upon analysis, it is observed that respondents express varying sentiments

when purchasing and using PepsiCo products. Specifically, 22% indicate feeling
satisfied, 56% convey a positive sentiment, expressing that they feel good during the
purchase and use of PepsiCo products. Additionally, 12% express a sense of comfort,
while 10% note a neutral sentiment, stating that they feel not bad with the products
from PepsiCo. These diverse emotional responses offer valuable insights into the range
of feelings associated with the consumer experience during the purchase and
utilization of PepsiCo products.

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Graph no 4.17

Graph showing that how they feel when they purchase and use the Pepsi
products

6
5
5

2
FREQUEN
2
1 PERCENTA
10 6 5

INTERPRETATION: -

The graph underscores a unanimous positive sentiment among respondents, with the
majority expressing satisfaction when using PepsiCo products. The consistent pattern
and widespread agreement across nearly all respondents indicate a strong and uniform
positive opinion. This collective endorsement suggests that customers, across various
contexts and applications, perceive PepsiCo products and services favorably, finding
them effective and reliable in their performance. This overall positive feedback
reinforces the brand's success in meeting customer expectations and fostering a positive
user experience.
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 CHAPTER -05

SUMMERY OF FINDINGS, CONCLUSION, AND SUGGESTION

 A Study on Pepsi Product Omnichannel-Centric Marketing Strategy Adopted by Varun Beverages Limited,
Bengaluru .

5.1 SUMMERY OF FINDINGS

1. Consumer Acceptance of Pepsi Beverages:

The study revealed a positive trend in consumer acceptance of Pepsi beverages.

Through surveys and focus group discussions, it was observed that the brand loyalty
among consumers is strong, with a significant portion expressing satisfaction with the
taste, quality, and overall brand experience.

2. Positioning Strategies Adopted by Pepsi:

Analysis of Pepsi's positioning strategies indicated a focus on lifestyle and youth

culture. The brand positions itself as dynamic, modern, and associated with fun and
excitement. This strategy aligns well with the preferences of the target demographic,
contributing to a strong brand image.

1. Role of Marketing Strategy in Defending Market Share:

The study delved into the marketing strategies employed by Pepsi to defend its market
share. It was found that Pepsi has been proactive in adapting to changing consumer
preferences and market dynamics. Collaborations with influencers, innovative digital
marketing campaigns, and product diversification were identified as key elements in
maintaining and strengthening market share.

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2. Influence of Marketing Strategy on Market Share Defense:

Through a quantitative analysis of market share data and marketing expenditure, a

positive correlation was identified. Higher marketing investments were associated with
increased market share. The study highlighted the importance of continuous

innovation and strategic marketing initiatives in the competitive beverage industry.

6. Omni-channel Strategies:

The study also explored the role of omni-channel strategies in Pepsi's marketing
approach. Pepsi has effectively utilized multiple channels, including traditional retail,
e-commerce, social media, and experiential marketing, to reach a diverse consumer
base. The omni-channel approach enhances brand visibility, accessibility, and
engagement across various touchpoints.

7. Consumer Perception of Health and Wellness:

The study explored the growing trend of health and wellness consciousness among
consumers. Findings indicate an increasing demand for healthier beverage options.
Pepsi's introduction of low-calorie and sugar-free variants was positively received,
reflecting the brand's responsiveness to evolving consumer preferences.

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8. Social Media Engagement and Influencer Marketing:

Analysis of Pepsi's social media presence revealed a strategic emphasis on engagement

and influencer marketing. Collaborations with popular influencers and celebrities
significantly contributed to brand visibility and resonance among the target audience.
Social media platforms serve as powerful tools for fostering brand loyalty and creating a
sense of community.

9. Competitive Benchmarking:

The study conducted a competitive benchmarking analysis to compare Pepsi's

strategies with key competitors. While Pepsi demonstrated strengths in certain areas,
such as youth-centric branding and product innovation, identifying areas for
improvement in comparison to competitors can guide future strategic decisions.

10. Supply Chain Efficiency:

An examination of Pepsi's supply chain revealed a focus on efficiency and

sustainability. Streamlining the supply chain not only ensures timely product
availability but also aligns with contemporary consumer expectations for
environmentally responsible business practices.

11. Cultural Adaptation in Global Markets:

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For a global brand like Pepsi, cultural adaptation is crucial. The study found that Pepsi
successfully tailors its marketing messages to local cultures, enhancing resonance with
diverse consumer segments. This approach contributes to the brand's ability to defend
market share in various regions.

12. Customer Loyalty Programs:

The implementation and impact of customer loyalty programs were assessed. Pepsi's
loyalty initiatives, including reward programs and exclusive promotions, were found to
foster stronger connections with consumers. These programs play a pivotal role in
retaining customers and encouraging repeat purchases.

13. Data Analytics and Consumer Insights:

The study acknowledged the significance of data analytics in shaping Pepsi's marketing
strategies. Leveraging consumer insights obtained through data analysis allows Pepsi to
anticipate trends, personalize marketing efforts, and optimize resource allocation for
maximum impact.

14. Environmental, Social, and Governance (ESG) Practices:

ESG practices were evaluated to gauge Pepsi's commitment to corporate social

responsibility. The integration of sustainable and socially responsible practices not
only aligns with consumer values but also contributes to long-term brand loyalty and
positive public perception.

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5.2 CONCLUSION

Varun Beverages' commitment to employee welfare and safety is noteworthy; however,

there's a need to enhance awareness about the available facilities. Implementing a
comprehensive awareness campaign will educate employees on existing safety protocols and
stress the importance of utilizing provided safety equipment.

Despite the provision of safety equipment, it has been observed that some workers are not
using it. Therefore, it is crucial for Varun Beverages to make the use of safety instruments
mandatory for all workers to mitigate potential risks and create a safer working environment.
Strict enforcement of safety measures aligns with regulatory requirements, fostering a culture
of responsibility and compliance.

Recognizing the aging infrastructure of the canteen building, Varun Beverages should
prioritize its renovation. A modernized and well-maintained canteen enhances aesthetic
appeal, contributing to the well-being and morale of employees. A comfortable space
positively impacts the work environment, encouraging social interaction and fostering a
sense of community.

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To ensure sustained growth and competitiveness, Varun Beverages should continuously seek
improvement in systems and procedures. Regular evaluations and updates to operational
processes can enhance efficiency and effectiveness across various departments, leading to
overall organizational improvement.

Financially, Varun Beverages should focus on optimizing its current ratio to align with
industry standards. This can be achieved by strategically increasing current assets or
reducing current liabilities. Allocating profits to reduce current liabilities will improve its
short-term liquidity position.

Additionally, Varun Beverages should work towards maximizing the utilization of total
assets to increase non-operating revenue. A thorough review of investment strategies and
asset management practices can help unlock additional revenue streams.

To broaden profit margins, Varun Beverages should explore opportunities to reduce the cost
of goods sold. This can involve negotiating better deals with suppliers, optimizing production
processes, or exploring alternative cost-effective sourcing strategies.

Efforts should also be directed towards improving the inventory turnover ratio, ensuring a
faster conversion of stock into sales. This can be achieved through streamlined inventory
management practices, demand forecasting, and efficient supply chain strategies.

Effective management of current assets is essential for maintaining a healthy working

capital. Varun Beverages should aim to increase current assets through strategic sales
initiatives while ensuring efficient cash flow management, contributing to a more robust
financial position.

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5.3 SUGGESTIONS TO THE ORGANIZATION

1. Consumer Insights through Market Research: To effectively increase sales volume, the
company should invest in in-depth market research to gain valuable consumer insights.
Understanding consumer preferences, behaviors, and emerging trends will guide product
development and marketing strategies. Conducting surveys, focus groups, and analyzing
market trends can provide the necessary data to optimize offerings and tailor marketing
messages.

2. Cost-Benefit Analysis of Marketing Initiatives: Market research can play a crucial role
in evaluating the cost-effectiveness of various marketing initiatives. By conducting thorough
analyses of the return on investment for different promotional activities, the company can
identify the most efficient channels and strategies. This ensures that marketing budgets are
allocated strategically to activities that yield the highest impact on sales and profitability.

3. Competitive Landscape Analysis: A comprehensive market research study should

include an analysis of the competitive landscape. Understanding the strategies and
positioning of competitors provides the company with a competitive advantage. This
knowledge can inform pricing strategies, product differentiation, and marketing messages,

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contributing to the effective control of production costs and enhancement of market

positioning.

4. Product Development and Innovation: Investing in research and development (R&D)

within the realm of marketing research is essential for innovation. By conducting market
surveys and trend analyses, the company can identify opportunities for new product
development. This proactive approach ensures that the product portfolio remains aligned
with consumer demands, fostering long-term growth and market differentiation.

5. Sustainable Branding and Messaging: Market research can gauge consumer attitudes
towards sustainability and environmental responsibility. Integrating these insights into
marketing strategies allows the company to communicate its commitment to sustainable
practices effectively. Sustainable branding not only aligns with consumer values but can also
attract a growing segment of environmentally conscious consumers.

6. Diversification Opportunities: Market research is instrumental in identifying potential

opportunities for diversification. Analyzing market gaps, unmet consumer needs, and
emerging trends can guide strategic decisions regarding product or market expansion.
Diversification strategies, informed by robust market research, can mitigate risks associated
with dependence on a particular product or market segment.

7. Customer Satisfaction Surveys: Regular market research, including customer

satisfaction surveys, is crucial for understanding the sentiment of the target audience. By
actively seeking feedback on products and services, the company can address any concerns,
enhance customer loyalty, and fine-tune marketing strategies to better meet customer
expectations.

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8. Stakeholder Communication Strategies: Educating key stakeholders, including

employees, suppliers, and investors, involves understanding their perspectives. Market
research can provide insights into the information needs and communication preferences of
different stakeholder groups. Tailoring communication strategies based on these insights
enhances collaboration and strengthens relationships throughout the value chain.

9. Monitoring Market Trends and Risks: Market research involves continuous monitoring
of market trends and potential risks. Through scenario planning and risk assessments, the
company can anticipate changes in consumer behavior, competitive dynamics, and external
factors. Proactive adjustments to marketing strategies based on ongoing research contribute
to adaptability and resilience in the face of market uncertainties.

10. Data-Driven Decision Making: Utilizing data from market research enables data-driven
decision-making in marketing. The company can track key performance indicators, analyze
market dynamics, and measure the effectiveness of marketing campaigns. This data-driven
approach ensures that marketing strategies are agile, adaptable, and aligned with the evolving
needs of the market.

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