DOCSLIB.ORG

A Space to Be

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
A Space to Be A space to be DE&I Annual Report 2020 Index Welcome This is an interactive document that is designed for Welcome Business you to have an easy experience navigating through the content and sections. Pay attention to the 5 A word from Ramon Laguarta A space for business partners to progress following marks. 20 6 Our Diversity Journey 21 Focus Area: Invest in diverse suppliers 7 Our Pillars Focus Area: Strengthen diverse-owned businesses Side menu 23 26 Focus Area: Amplify diverse voices People This is an easy access to the main sections and it will appear along the whole document. People Communities Index access 8 A space for people to be themselves 31 A space for communitites to thrive You can go back to the index anytime, by clicking 9 Real change is not only in the numbers 32 Focus Area: Unlock opportunities and cultivate future talent in the report's name at the footer on any page. 10 Focus Area: Discover & attract diverse talent 35 Focus Area: Meet the needs of our local communities 13 Focus Area: Retain and develop diverse talent 38 Focus Area: Catalyze positive change Business Arrow sign 16 Focus Area: Foster an inclusive environment It appears next to all clickable text that will lead you to that specific section for more detail. 40 Bringing Equity to life at PepsiCo 42 Building a space where everyone belongs 43 Recognition motivates us to do more Communities PepsiCo DE&I Annual Report 2020 2 Welcome A Bienvenido/a space Bienvenue to be Willkommen y( )u At PepsiCo, we know that our company Because when we have a space to Bienvenuto can only succeed when our associates authentically be ourselves and explore and the society we serve flourishes. each other’s ideas with compassionate Welkom curiosity, can we move from uniformity That’s why we are committed to to diversity. Witamy fostering a diverse workforce by creating a collaborative, equitable From diversity to equity and inclusion. and inclusive space where everyone, regardless of what we look like, where Only when we are open about our we come from or who we love, has a identity, our story, our highs and our voice. lows, can we deliver more smiles, and build a better workplace for our people A space where we aren’t just heard, but and better world for our business we are actively listened to. partners and communities. A space where we don’t just talk, but we are free to speak fearlessly. A space to be you A space where we’re not just content, but we are confident. PepsiCo DE&I Annual Report 2020 3 A space to be PepsiCo DE&I Annual Report 2020 4 A word Welcome from Ramon Laguarta As one of the largest food and beverage companies in the You will also read personal accounts from our associates world, PepsiCo does business in hundreds of markets, each across the world. Their amazing talent, dedication, and with their own culture, character, and history. To compete passion have enabled us to progress toward our gender on this scale, we must understand the unique needs of local parity goal, increase diverse representation at the consumers and put them at the center of everything we do, managerial level, and improve pay equity -- all essential from our products and campaigns, to our partnerships and elements of realizing our aspiration to be not only a People innovations. successful company, but a sustainable one. A company that can best meet the needs of its consumers, customers, and That is why Raising the Bar on Talent and Diversity is a key communities, whilst delivering on our mission to Create More behavior of our culture, The PepsiCo Way. This ensures that Smiles with Every Sip and Every Bite. diversity, equity, and inclusion are embedded in our DNA and tightly woven into our strategy. Once nurtured, this not only Like many of our peers, PepsiCo is on a journey from provides a competitive advantage in the marketplace, it also awareness to commitment to action. I am proud to say that fosters an environment of dignity and respect for employees our commitment to equity and inclusion is stronger today of every race, background, orientation and belief. than at any time in our history. We understand that diversity of thought and experience gives us valuable strategic Business To me, the ultimate objective is to become a company insights, fuels our innovation, and helps us attract the best that is focused on equity and genuinely inclusive. We want talent. But even though I am proud of our progress, I know anyone who walks into our offices or premises to feel there is still more work to do. that they don’t have to change, that they don’t have to be someone else to reach their maximum potential, and that As we take the next steps on our journey, we will remain they have tools to meet their specific needs and goals. committed to the principles of diversity and transparency, whilst stepping up our action in partnership with employees, During a year of so much adversity, this has never been consumers, customers, and communities. Only by working more critical. Throughout the pandemic, our associates together can we reach PepsiCo’s DE&I goals and, most embraced the opportunity to drive positive change amongst importantly, become the kind of society we aspire to build. our teams and beyond our walls. In this year’s Global Communities Diversity, Equity, and Inclusion Report, you will read about our actions across three distinct pillars: People, Business, and Ramon Laguarta Community. Chairman & CEO PepsiCo DE&I Annual Report 2020 5 Our Diversity Journey Welcome • First major company to grant franchise • First major company to appoint an • Ethnic Advisory Board formed to people of color African American to a Vice President role, Harvey C. Russell • Adelante (Hispanic) ERG formed • First major company to hire African Americans as professionals 1940s 1950s 1960s 1980s 1990s • First company to feature a typical • Pioneered multicultural music African American family enjoying in marketing Pepsi in a print advertising campaign. This campaign featured a boy • Mosaic (Black) employee resource named Ron Brown, who later became group (ERG) formed America’s first African American Secretary of Commerce People • First major company to have a woman on its Board • 2025 Pay Equity and Gender Parity • PepsiCo forms 2 ERGs: Valor • PepsiCo reaches milestone of spending goals established (Veterans) and CONNECT (multi- $23 billion+ with diverse suppliers generational) • First female CEO of LATAM, Paula • PepsiCo releases Policy for the Selection Business Santilli, appointed • Self-ID Campaign Disabled in U.S. Legal Services focused on improving launched diversity in the legal profession • First African American Sector CEO, Steven Williams, appointed • PepsiCo Pride Flags created and • PepsiCo publishes Diversity & raised around the world Engagement Positions Report 2000s 2010s 2020s Now • Launched Racial Equality • Implemented • PepsiCo became the first major • PepsiCo forms new ERGs: Journey, a more than $570MM mandatory global company to link executive PepsiCo Asian Network set of initiatives focused on unconscious bias and bonuses to Diversity & Inclusion (PAN), EQUAL (LGBTQ+), increasing representation, and inclusive leadership Women’s Inclusion Network uplifting Black and Hispanic training • Harvey C. Russell Chairman’s businesses and communities in (WIN), RISE (Native • Self-ID Campaign Award established the U.S. Communities American), Women of for Veterans in U.S. Color (WoC), and EnAble launched (individuals with disabilities) PepsiCo DE&I Annual Report 2020 6 Our Welcome pillars People to be themselves Our people have a voice. Our goal is to achieve representation that mirrors the communities where we work, build inclusive leaders across the organization and help uplift people from underserved communities globally. People Business A partners to progress “At PepsiCo, we’ve always believed that social responsibility isn’t Our business partners have a voice. Our goal is to static, and that we need to keep evolving if we are to continue to space build more resilient diverse-owned businesses and make a meaningful impact. leverage a broader diversity of partners across our Business for market, move and sell supply chain to better reflect Accordingly, we’ve evolved our strategy and changed our name the many markets we serve. from Diversity and Engagement to Diversity, Equity & Inclusion. A space to be you goes beyond the PepsiCo doors. For a space to be authentically diverse, equitable, and inclusive, our principles need not only exist throughout our organization, but also across Communities businesses and the communities where we live and work.“ to thrive Our communities have a voice. Our goal is to Tina Bigalke enhance their prosperity by helping them to earn Communities Global Chief Diversity, Equity & Inclusion Officer success, enjoy economic opportunity and gain mobility through investments in education, health and nutrition as well as workforce readiness. PepsiCo DE&I Annual Report 2020 7 Pillar 1: People Welcome A space for people People to be themselves Business Our Focus Areas Discover & attract diverse talent Retain & develop diverse talent Foster an inclusive environment Communities PepsiCo DE&I Annual Report 2020 8 Equally important to us is ensuring our programs and initiatives drive positive impact Real change is not for our people around the globe. Welcome only in the numbers Gender Parity On track towards achieving 50% women in managerial roles globally by 2025. Our Racial Equality Progress 41% People Journey in the U.S. 2025 Goal 50% At PepsiCo, we’re creating smiles for our associates and communities by launching our Racial Equality Journey. This will elevate diverse voices within Black/Hispanic Representation our company, our supply chain partners, and our communities, while helping break down long- On track to increase Black and Hispanic managerial representation in the U.S.
Load more

Recommended publications
  • 2016 Social Ceo Report
    2016 SOCIAL CEO REPORT Are Fortune 500 CEOs as digitally engaged as they should be? #socialceo SPONSORED BY: EXECUTIVE SUMMARY / 03 MAJOR FINDINGS / 04 LINKEDIN / 07 TWITTER / 08 FACEBOOK / 09 INSTAGRAM / 10 YOUTUBE AND GOOGLE+ / 11 YEAR-OVER-YEAR ANALYSIS / 12 ABOUT THE RESEARCH / 13 THE CHALLENGE / 14 A WORD FROM OUR SPONSOR / 15 HOW WE DID IT We identifed the social profles of every CEO on the Fortune 500 list across the six most popular networks: Twitter, Facebook, LinkedIn, Google+, Instagram, and YouTube. We weighed the legitimacy of these social profles against a strict set of criteria to ensure consistency in reporting. You can read more about our methodology at the end of the report. EXECUTIVE SUMMARY 2016 has been an interesting year Despite calls from many social media for the leading social media channels evangelists for CEOs to increase their as they vie for subscribers and use of social media, not much has infuencers, to grow advertising changed since 2015. While LinkedIn’s revenues. The past year has seen Infuencer program seems to be the strategic acquisition of LinkedIn gaining traction with CEOs, and by Microsoft. Meanwhile, YouTube Twitter use is also on the rise, continued to evolve and grow as a Facebook, Google+, Instagram, and streaming video platform, with YouTube remain the top choices for potential competitors—Facebook Live, corporate marketing teams to present LinkedIn Infuencer videos, Twitter’s corporate messaging. Periscope—vying to capture users. LinkedIn remains the frst channel CEOs adopt, followed by Twitter. 60% of Fortune 500 CEOs have LinkedIn’s Infuencer program no social media presence at all, features some of the most active compared to 61% in 2015.
    [Show full text]
  • Keurig to Acquire Dr Pepper Snapple for $18.7Bn in Cash
    Find our latest analyses and trade ideas on bsic.it Coffee and Soda: Keurig to acquire Dr Pepper Snapple for $18.7bn in cash Dr Pepper Snapple Group (NYSE:DPS) – market cap as of 17/02/2018: $28.78bn Introduction On January 29, 2018, Keurig Green Mountain, the coffee group owned by JAB Holding, announced the acquisition of soda maker Dr Pepper Snapple Group. Under the terms of the reverse takeover, Keurig will pay $103.75 per share in a special cash dividend to Dr Pepper shareholders, who will also retain 13 percent of the combined company. The deal will pay $18.7bn in cash to shareholders in total and create a massive beverage distribution network in the U.S. About Dr Pepper Snapple Group Incorporated in 2007 and headquartered in Plano (Texas), Dr Pepper Snapple Group, Inc. manufactures and distributes non-alcoholic beverages in the United States, Mexico and the Caribbean, and Canada. The company operates through three segments: Beverage Concentrates, Packaged Beverages, and Latin America Beverages. It offers flavored carbonated soft drinks (CSDs) and non-carbonated beverages (NCBs), including ready-to-drink teas, juices, juice drinks, mineral and coconut water, and mixers, as well as manufactures and sells Mott's apple sauces. The company sells its flavored CSD products primarily under the Dr Pepper, Canada Dry, Peñafiel, Squirt, 7UP, Crush, A&W, Sunkist soda, Schweppes, RC Cola, Big Red, Vernors, Venom, IBC, Diet Rite, and Sun Drop; and NCB products primarily under the Snapple, Hawaiian Punch, Mott's, FIJI, Clamato, Bai, Yoo- Hoo, Deja Blue, ReaLemon, AriZona tea, Vita Coco, BODYARMOR, Mr & Mrs T mixers, Nantucket Nectars, Garden Cocktail, Mistic, and Rose's brand names.
    [Show full text]
  • Quaker Sees an ROI of Over 6X by Reaching Amazon Shoppers on Amazon and Across the Web1
    Case Study Amazon.com | Amazon Advertising Platform (AAP) Quaker sees an ROI of over 6X by reaching Amazon shoppers on Amazon and across the web1 The Quaker Oats company, a leading manufacturer of packaged grocery The AMG Solution foods and subsidiary of PepsiCo, Inc., worked with Amazon Media Quaker and AMG launched a campaign using custom Group (AMG) to drive purchase considerations and sales of Quaker coupon ads that ran on Amazon.com and amplified Oatmeal Squares Cereal. They assumed the AMG campaign would campaign reach with the Amazon Advertising Platform deliver on their objectives on Amazon, but they were also interested (AAP). The AMG campaign also revealed exact groups in learning what effect the campaign would have on offline sales in of Amazon customers who were who were most likely traditional brick and mortar stores. Through a mix of standard AMG to take action after exposure to their ads such as those post-campaign measurements and AMG’s partnership with Nielsen who were in-market for other grocery products. With HomeScan, Quaker was able to better understand the effect of their carefully targeted ads served across Amazon and campaign on key success metrics – both on and offline. AAP, Quaker maximized exposure among groups that mattered most, yielding a strong ROI. Online Success Metrics Total Campaign ROI For every $1 spent on advertising with Amazon, Quaker recognized over $6 in incremental sales Offline Sales Boost ¡ 26% lift in offline sales as a result of the on-Amazon portion of the campaign ¡ 29% lift in offline sales as a result of the AAP portion of the campaign On-Amazon Success Metrics On average, users who were exposed to Quaker ads were: ¡ 5x more likely to consider Quaker Oatmeal Squares versus those who weren’t ¡ Almost 2x more likely to purchase Quaker Oatmeal Squares versus those who weren’t About The Quaker Oats Company: The Quaker Oats Company, headquartered in Chicago, is a Methodology unit of PepsiCo, Inc., one of the world’s largest consumer packaged goods companies.
    [Show full text]
  • Carbonated Soft Drinks in the US Through 2025
    Carbonated Soft Drinks in the U.S. through 2025: Market Essentials 2021 Edition (To be published September 2021. Data through 2020. Market projections through 2025.) More than 120 Excel tables plus an executive summary detailing trends and comprehensive profiles of leading companies, their brands and their strategies. his comprehensive market research report on the number-two T beverage category examines trends and top companies' For A Full strategies. It provides up-to-date statistics on leading brands, Catalog of packaging, quarterly growth and channels of distribution. It also Reports and offers data on regional markets, pricing, demographics, Databases, advertising, five-year growth projections and more. Go To The report presents the data in Excel spreadsheets, which it supplements with a concise executive summary highlighting key bmcreports.com developments including the impact of the coronavirus pandemic as well as a detailed discussion of the leading carbonated soft drink (CSD) companies. INSIDE: REPORT OVERVIEW A brief discussion of key AVAILABLE FORMAT & features of this report. 2 PRICING TABLE OF CONTENTS Direct Download A detailed outline of this Excel sheets, PDF, PowerPoint & Word report’s contents and data tables. 7 $4,395 To learn more, to place an advance order or to inquire about SAMPLE TEXT AND additional user licenses call: Charlene Harvey +1 212.688.7640 INFOGRAPHICS ext. 1962 [email protected] A few examples of this report’s text, data content layout and style. 13 HAVE Contact Charlene Harvey: 212-688-7640 x 1962 QUESTIONS? [email protected] Beverage Marketing Corporation 850 Third Avenue, 13th Floor, New York, NY 10022 Tel: 212-688-7640 Fax: 212-826-1255 The answers you need Carbonated Soft Drinks in the U.S.
    [Show full text]
  • Employee Well-Being
    Employee Well-being Healthy Living, PepsiCo’s employee well-being program, is designed to help employees and their families improve their physical, financial, and emotional health. The program is based on three pillars of well-being, offering employees a variety of programs to help them: • Be Well—Programs to get healthy, get moving, and be safe. • Find Balance—Programs to manage stress, build resilience, and improve their financial well-being and work/life quality. • Get Involved—Programs to foster community involvement and family and social connections, a critical component to well-being. To provide a sense of the scope and reach of Healthy Living, in the U.S. alone, we offer a variety of programs including: a wellness questionnaire and biometric screening to gauge health status; flu shots; telephonic wellness coaching; stress, resilience, and sleep management programs; weight management programs; and fitness and nutrition programs. Through a digital well-being platform launched in January 2018, participants earn points through engagement in these programs, which they can redeem for rewards such as gift cards, Health Savings Account contributions, and sweepstakes entries. Additionally, we offer a healthy pregnancy program; a tobacco-free program; a back care program; care management programs for chronic conditions (like diabetes); and Employee Assistance Program and preventive care coverage. These programs are available to all benefits- eligible employees, as well as spouses and partners who are already covered under the PepsiCo medical plan. In 2019, over 60,000 members registered on the digital well-being platform. Of those registered, two-thirds completed a wellness questionnaire and 85 percent earned points by participating in programs.
    [Show full text]
  • Companies That Match Employee Donations
    Companies That Match Employee Donations 3Com Corp. 3M A Associates First Capital A.E. Staley Manufacturing Co. Astoria Federal Savings Abbott Laboratories AT&T Ace INA Atlantic Data Services Inc. Adams Harkness & Hill Inc. ATOFINA Chemicals Inc. ADC Telecommunications Autodesk Inc. Adobe Systems Inc. Automatic Data Processing Inc. Advanced Micro Devices Inc. AVAYA Inc. Aetna Inc. Avon Products Inc. Air Products and Chemicals Inc. AXA Financial Akzo Nobel Inc. Albemarle Corp. Alexander & Baldwin Inc. Alexander Haas Martin & Partners Allegro MicroSystems Inc. Alliance Capital Management, LP Alliant Energy Corp. Alliant Techsystems Altria Group Inc. American Express Co. American General Corp. American Honda American Honda Motor Co. Inc. American International Group Inc. American Stock Exchange Ameritech Corp. Amgon Inc. AmSouth BanCorp Foundation AMSTED Industries Inc. Analog Devices Inc. Anchor/Russell Capital Advisors Inc. Andersons Inc. Aon Corp. Archer Daniels Midland Ares Advanced Technology Argonaut Group Inc. Ariel Capital Management, LLC Artistokraft Inc. Aspect Telecommunications Associates Corp.of North America B Baker Hughes Bank of America - TX Bank of America Corp. Bank of Tokyo-Mitsubishi, Ltd. Bank One Corp. Bank One, Texas Banta Corp. Foundation Inc. Barnes Group Inc. Barrow, Hanley, Mewhiney & Strauss Baxter International Inc. Bay Networks BEA Systems Inc. Becton Dickinson and Co. Belden Wire and Cable Co. BelleTemps Inc. BellSouth Corp. Bernia Co. Inc. Bestfoods Binney & Smith Inc. Bituminous Casualty Corp. Black & Decker Corp. Blount Foundation Inc. BMC Industries Inc. BMO Financial Group US Boeing Co. Bonneville International Corp. Borden Family of Cos. Boston Gear Bowater Inc. Bowater Newsprint, Calhoun Operations BP BP Amoco BRAKELEY Briscoe Inc. Brink's Co.
    [Show full text]
  • The BFFP 2020 Brand Audit Report
    #TITLEHERE TITLE Here Nam et ellabor eiu EXECUTIVE SUMMARY Executive Summary In 2020, thanks to our members and allies, Break Free From Plastic engaged 14,734 volunteers in 55 countries to conduct 575 brand audits. These volun- teers collected 346,494 pieces of plastic waste, 63% of which was marked with a clear consumer brand. Despite the challenges of organizing during a global pandemic, our volunteers safely coordinated more brand audit events in more countries this year than in the previous two years. As a special activity during the pandemic, we also worked with over 300 waste pickers to highlight their roles as essential workers. Participants catalogued over 5,000 brands in this year’s global audit. Our analysis reveals the following as the 2020 Top 10 Global Polluters: The Coca-Cola Com- pany; PepsiCo; Nestlé; Unilever; Mondelez International; Mars, Inc.; Procter & Gamble; Philip Morris International; Colgate-Palmolive; and Perfetti Van Melle. The title of Top Global Polluters describes the “Break Free From parent companies whose brands were record- ed polluting the most places around the world Plastic engaged with the greatest amount of plastic waste. Our 2020 Top Global Polluters remain remarkably 14,734 volunteers consistent with our previous brand audit re- in 55 countries ports, demonstrating that the same corpora- tions are continuing to pollute the most places to conduct 575 with the most single-use plastic1. Coca-Cola, Nestlé, and PepsiCo have remained our Top brand audits. Three Global Polluters every year since our first global brand audit in 20182. These volunteers collected 346,494 For the third consecutive year, Coca-Cola emerged as the #1 Top Global Polluter.
    [Show full text]
  • Walgreens Boots Alliance, Inc. Incoming Letter Dated September 15, 2018
    UNITED STATES SECURITIES AND EXCHANGE COMMISSION WASHINGTON , D.C. 20549 DIVISION OF CORPORATION FINANCE November 20, 2018 Martin P. Dunn Morrison & Foerster LLP [email protected] Re: Walgreens Boots Alliance, Inc. Incoming letter dated September 15, 2018 Dear Mr. Dunn: This letter is in response to your correspondence dated September 15, 2018, October 24, 2018 and November 15, 2018 concerning the shareholder proposal (the “Proposal”) submitted to Walgreens Boots Alliance, Inc. (the “Company”) by Mercy Investment Services, Inc. et al. (the “Proponents”) for inclusion in the Company’s proxy materials for its upcoming annual meeting of security holders. We also have received correspondence from the Proponents dated October 8, 2018 and October 30, 2018. Copies of all of the correspondence on which this response is based will be made available on our website at http://www.sec.gov/divisions/corpfin/cf-noaction/14a-8.shtml. For your reference, a brief discussion of the Division’s informal procedures regarding shareholder proposals is also available at the same website address. Sincerely, M. Hughes Bates Special Counsel Enclosure cc: Donna Meyer Mercy Investment Services, Inc. [email protected] November 20, 2018 Response of the Office of Chief Counsel Division of Corporation Finance Re: Walgreens Boots Alliance, Inc. Incoming letter dated September 15, 2018 The Proposal urges the board to report to shareholders describing the corporate governance changes the Company has implemented since 2012 to more effectively monitor and manage financial and reputational risks related to the opioid crisis. We are unable to concur in your view that the Company may exclude the Proposal under rule 14a-8(i)(7).
    [Show full text]
  • Mondelēz International Appoints Debra Crew and Peter May to Board of Directors; Nelson Peltz to Step Down
    Contacts: Michael Mitchell (Media) Shep Dunlap (Investors) +1 847 943 5678 +1 847 943 5454 [email protected] [email protected] Mondelēz International Appoints Debra Crew and Peter May to Board of Directors; Nelson Peltz to Step Down DEERFIELD, Ill., Feb. 13, 2018 – Mondelēz International today announced it has appointed Debra Crew, former President and CEO, Reynolds American, and Peter May, President and a Founding Partner of Trian Fund Management, L.P. (“Trian”), to the company’s Board of Directors effective March 1, 2018. Nelson Peltz, CEO and a Founding Partner of Trian, who has been a director since 2014, has informed the company that he will be stepping down on that same date to devote more time to other Board commitments. “We welcome Debra and Peter to our Board and look forward to their contributions,” said Chairman Irene Rosenfeld. “We also thank Nelson, who was a valued and constructive Director and made significant contributions to our Board and our business. We wish him all the best.” “Debra and Peter bring strong operational and financial track records, which will benefit both our Board and our company,” said Chief Executive Officer Dirk Van de Put “I look forward to working with both of them, as well as our other Directors, as we enter our next chapter.” “I am pleased with the progress the company has made over the last several years under Irene’s leadership,” said Peltz. “As a large shareholder, Trian remains a strong believer in the future success of Mondelēz International. The company is well positioned to continue to create value for its shareholders under Dirk who became CEO in November 2017.” 1 Crew began her more than 20-year career in consumer packaged goods at Kraft Foods in 1993.
    [Show full text]
  • Marketing Strategy and Alliances Analysis of Starbucks Corporation
    Scholars Crossing Faculty Publications and Presentations School of Business 2009 Marketing Strategy and Alliances Analysis of Starbucks Corporation Rebecca Lingley Liberty University, [email protected] Follow this and additional works at: https://digitalcommons.liberty.edu/busi_fac_pubs Part of the Business Commons Recommended Citation Lingley, Rebecca, "Marketing Strategy and Alliances Analysis of Starbucks Corporation" (2009). Faculty Publications and Presentations. 10. https://digitalcommons.liberty.edu/busi_fac_pubs/10 This Article is brought to you for free and open access by the School of Business at Scholars Crossing. It has been accepted for inclusion in Faculty Publications and Presentations by an authorized administrator of Scholars Crossing. For more information, please contact [email protected]. Lingley, R MGT7002-4 1 RUNNING HEAD: Lingley, R MGT7002-4 Marketing Strategy and Alliances Analysis of Starbucks Corporation Rebecca J. Lingley Larson NorthCentral University Lingley, R MGT7002-4 2 Abstract The Starbucks Corporation significantly utilizes alliances to expand market reach, improve product image, and develop greater company profitability. Starbucks, due to their market position and attributes, applies a Differentiation Focus strategy as defined by Porter’s Generic Market Theory. A review of Starbucks Corporation’s marketing strategies and alliance strategies proves that the company is being highly successful within this market scope. Lingley, R MGT7002-4 3 Starbucks Marketing Strategy and Alliance Analysis Introduction Introduction The Starbucks Corporation is the global leader in specialty coffee consumption. Arising almost overnight from a market in Seattle, Washington, the company today provides quality premium coffees with a superior level of customer service and at a premium price, around the globe (Isidro, 2004).
    [Show full text]
  • Comparative Brand Analysis of Pepsi and Coca-Cola 1. Introduction
    Comparative brand analysis of Pepsi and Coca-Cola 1. Introduction: I have chose two very famous FMCG brands, Pepsi and Coca-Cola for this study. The reason behind selecting these brands were a. Both of these brands are very close to my heart. b. I am a regular consumer of these brands. c. I was receiving an opportunity to study these brands in and out which otherwise I would have never done. d. Upon doing a detailed analysis of these brands, through (Source: www.interbrand .com) I found that in the year 2015, the brand valuation of Pepsi was 19,622 Billion USD and its ranking was 24 out of top 100 global brands, the brand value of Pepsi has grown by +3% over 2014. The similar story was also revealed by Coca-Cola. Here the brand valuation of Coca-Cola was 78,423 Billion USD, which was 4% down compared to the same of 2014. However Coca-Cola has a global ranking of 4 out of top 100 global brands. There seems to be a great difference between the valuations of these two brands. This attracted my attention. (Source URL : www.interbrand.com/best-brands/best-global-brands/2015/ranking/) I hope to learn from this study: I wish to learn from this study that, both these brands have lot of similarities. Hence how they are positioned? Both of these brands seem to have been positioned to attract the similar target market. Whether it is just appropriate and right? Has Pepsi been positioned to the youth segment while Coca Cola has been positioned to the youngsters fond of adventures? And I wanted to explore the reasons behind the growth of Pepsi and of Coca-Cola.
    [Show full text]
  • Business Letter to Congress in Support of Voting Rights July 14, 2021
    Business Letter to Congress in Support of Voting Rights July 14, 2021 Honorable Members of Congress: As a 25-year-old in the spring of 1965, John Lewis, your friend and former colleague, then the chairman of the Student Nonviolent Coordinating Committee, led a march of over 600 people across the Edmund Pettus Bridge to secure the equal right to vote in this country. Fortified with an uncommon courage and an unwavering conviction that America could still fulfill its highest ideals, he was met that day with a force that left him and other marchers bloodied but they remained determined. In the months that followed, Congress passed the Voting Rights Act of 1965 with the strongest protections against voter discrimination in American history, altering how elections would be run in this nation for the next five decades. In the 2020 election, Americans came together to work the polls, get out the vote, and cast their ballots in spite of the pandemic, achieving historic levels of voter participation. The business community is proud of our role in encouraging our employees, customers, and communities to exercise their right to vote and have a say in our government. Widespread civic engagement is essential to a stable society and robust economy. Our democracy is strongest, as Congressman Lewis knew, when we all can vote. At the same time, the election highlighted deep inequities in how our elections are run. Despite decades of progress, impediments to exercising the right to vote persist in many states, especially for communities of color. We need federal protections to safeguard this fundamental right for all Americans.
    [Show full text]