I. CURRENT SITUATION A. Corporate Overview and Financial Performance: PepsiCo, Inc. is one of the most successful consumer products companies in the world, with 2000 revenues of over $20 billion and 125,000 employees. The company consists of: Frito-Lay Company, the largest manufacturer and distributor of snack chips; Pepsi-Cola Company, the second largest soft drink business and Tropicana Products, the largest marketer and producer of branded juice. PepsiCo brands are among the best known and most respected in the world and are available in about 190 countries and territories.
In 2000, PepsiCo has a reported net sale of $20,348 and a comparable net sale of $20,144 in comparison to its 1999s net sales of $20,367 and $18,666 respectively. PepsiCo has increased its comparable net sale of 8% in 2000 while it had an increase of 15% in 1999. This reflects the increasing rate is going slower. On the other hand, PepsiCos interest expense declines 39% showing that the company is significantly lower the average debt level. Back to 1999, the report shows that the companys interest expense dropped 8%, which indicates that the company is performing well in managing its financial strategies. More details about the financial performance of the company will be discussed in the later part of this paper.
B. Strategic Posture: 1. Mission: PepsiCo’s overall mission is to increase the value of shareholder’s investment. They do this through sales growth, cost controls and wise investment of resources. They believe their commercial success depends upon offering quality and value to their consumers and customers; providing products that are safe, wholesome, economically efficient and environmentally sound; and providing a fair return to their investors while adhering to the highest standards of integrity. 2. Objectives: PepsiCos overriding objective is to increase the value of our shareholders’ investment through integrated operating, investing and financing activities. Their strategy is to concentrate their resources on growing their businesses, both through internal growth and carefully selected acquisitions.
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Case background: QI-TECH, a Chinese manufacturer of precision Coordinate Measurement Machines, is a joint venture established by Indiver BV, a Dutch aircraft engine manufacturer and a Chinese state-owned enterprise QQMF. Looking for a strategic exit, Indiver BV, which holds 50% of QI-TECH, must negotiate a sale with its Chinese partner and a potential buyer, Brown & Sharpe. For this purpose ...
Their strategy is continually fine-tuned to address the opportunities and risks of the global marketplace. The corporation’s success reflects their continuing commitment to growth and a focus on those businesses where they can drive their own growth and create opportunities. PepsiCo believes that as a corporate citizen, it has a responsibility to contribute to the quality of life in our communities. This philosophy is put into action through support of social agencies, projects and programs. The scope of this support is extensive — ranging from sponsorship of local programs and support of employee volunteer activities, to contributions of time, talent and funds to programs of national impact. Each division is responsible for its own giving program. Corporate giving is focused on giving where PepsiCo employees volunteer.
3. Strategies: As a consumer products company, PepsiCo does not have the major environmental problems of heavy industry. Their biggest environ-mental challenge is packaging generated by their products. Packaging is important to public health and a critical component of the distribution system that delivers products to consumers and commercial establishments. To meet both consumer demand and safeguard the environment, they recycle, reuse and reduce packaging wherever possible. Each business is also committed to responsible use of resources required in manufacturing their products. Continually fine-tuned to address the opportunities and risks of the global marketplace. Concentrate our resources on growing our businesses, both through internal growth and carefully selected acquisitions. Company developed its traditional products and expanded into low-fat and no-fat snacks as well as salsas and dips.
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4. Policies: Employee networks to mentor and support minority & female employees. Actively and diligently seek out qualified M/WBEs for all possible company requirements. Make every reasonable effort to help qualified M/WBEs to meet company standards. Respect the privacy of all visitors who access and use the companys corporate Web site Treating all customers with respect, sensitivity and fairness, while providing some of the greatest products on earth. We respect individual differences in culture, ethnicity and color. PepsiCo is committed to equal opportunity for all employees and applicants.
Corporate program for training employees how to work and manage in an inclusive environment. II. STRATEGIC MANAGERS A. Board: Roger A. Enrico, 56, is chairman of the Board and CEO. Mr.
Enrico was elected as PepsiCos CEO in April 1996 and as Chairman of the Board in November 1996, after service as Vice Chairman since 1993. Enrico, who once wanted to be an actor, understands that great marketing is pure theater. In his 29 years at PepsiCo (PEP), he has staged some of marketing’s most spectacular productions. ”Coke’s leadership tried to put us out of business,” he says flatly. ”But we did not look for a temporary boost or a short-term gain despite the self-destructive business philosophy by our major competitor. We’ve been honed by fire.” He spun off Pepsi’s capital-intensive bottling operations into an independent public company. He spent $3.3 billion to acquire Tropicana, the leading orange juice brand.
Indra K. Nooyi, 45, is a Senior Vice President and CFO. She joined PepsiCo in 1994 as Senior Vice President, Corporate Strategy and Development. Prior to joining PepsiCo, she was Senior Vice President of Strategy, Planning and Strategic Markets for Asea Brown Boveri. Nooyi is responsible for corporate staff functions, including legal, human resources and corporate communications, in addition to her current CFO duties overseeing finance, strategic planning, mergers and acquisitions, information technology, advanced technologies and procurement. She is also known in company circles for her analytical abilities, a key component behind her rise.
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Its brands include Quaker Oats, Tropicana, Gatorade, Lay's and Pepsi? —? are household names that stand for quality throughout the world. As a global company, they also have strong regional brands such as Walkers, Gamesa and Sabritas. Independently or through contract manufacturers, they both make market and sell a variety of convenient, enjoyable and wholesome foods and beverages in over 200 ...
Nooyi, whose remuneration for fiscal 1999 totaled more than $1 million, is also believed to be the chief strategist behind PepsiCo’s competition with rival Coca-Cola. Steven S. Reinemund, 52, is President and Chief Operating Officer. Mr. Reinemund was elected President and COO in September 1999. He began his career with Pepsi as Senior Operating Officer of Pizza Hut, Inc.
Peter A, Bridgman, 48, is Senior Vice President and Controller. Prior to assuming his current position, Mr. Bridgman was Senior Vice President and Controller of The Pepsi Bottling Group and he was the Senior Vice President and Controller for Pepsi-Cola North America from 1992 until 1999. Matthew M. Mckenna, 50, is Senior Vice President and Treasurer. Previously, he was Senior Vice President, Taxes. Prior to joining PepsiCo in 1993 as Vice President, Taxes, he was a partner with law firm Winthrop, Stimson, Putnam & Roberts in New York. B.
Top Management: The top one of fifty most talented executives of the company, Roger A. Enrico, demonstrates his excellent ability of leadership as representing the company to show the Wall Street that PepsiCo can deliver superior performance quarter after quarter. One of Enrico’s top priorities is to attract more investors into the stock. In international markets, Enrico still faces several obstacles in building Pepsi’s soda business; however, he builds up his strategy to place his biggest bets on developing markets, such as India, China, and Russia. ”The key thing is not to merely plant flags,” says Peter M. Thompson, CEO of Pepsi-Cola International. ”It’s to make sure you build a business, customer by customer, block by block, day by day.” In India, where per capita soft drink consumption is seven servings a year, vs. more than 700 in the U.S., and where deliveries are often done on three-wheel bicycles, Pepsi finds the most prominent businessman in each town and gives them exclusive distribution rights, tapping their connections to drive growth.
Over the past five years, volume has risen at a 26% annual clip. Pepsi has stolen 19 points of market share from Coca-Cola, bringing Pepsi’s share to 47%, close to Coke’s 52%. III. EXTERNAL ENVIRONMENT A. Societal Environment: 1. Economic Factor: The key elements taken into consideration are the principal market risks, which PepsiCo is exposed to interest rate, foreign exchange rate and commodity prices. These are specified as : (a)interest rate on PepsiCos debt as well as it short-term investment portfolio: PepsiCo can manage its overall financing strategies in term of balancing investment opportunities and risks. The company is using interest rate and currency swaps to effectively modify the interest rate in order to ….
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Peculiarities of development and enhancement of HR strategy for insurance company is the issue of the day. According to number of researches the major part of insurance companies implement agential model of HR strategy. Insurance and realtor companies definitely fall under the focus of these researches. The aim of this research is to examine peculiarities of implementing successful HR strategy for ...
