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Case 23 Pepsico's
BFV GROUP : Beatrice Teresa Colantoni, Francesco Morgia, Valentina Palmerio. PepsiCo’s Business Case – CASE 23 PEPSICO’S HISTORY. PepsiCo, Inc., was established in 1965 when PepsiCola and Frito-Lay shareholders agreed to a merger between the salty-snack icon and soft-drink giant. The new company was founded with annual revenues of $510 million and such well-known brands as Pepsi-Cola, Mountain Dew, Fritos, Lay’s, Cheetos, Ruffles, and Rold Gold. By 1971, PepsiCo had more than doubled its revenues to reach $1 billion. The company began to pursue growth through acquisitions outside snacks and beverages as early as 1968, but its 1977 acquisition of Pizza Hut significantly shaped the strategic direction of PepsiCo for the next 20 years. The acquisitions of Taco Bell in 1978 and Kentucky Fried Chicken in 1986 created a business portfolio described by Wayne Calloway (PepsiCo’s CEO between 1986 and 1996) as a balanced three-legged stool. Calloway believed the combination of snack foods, soft drinks, and fast food offered considerable cost sharing and skill transfer opportunities. PepsiCo strengthened its portfolio of snack foods and beverages during the 1980s and 1990s, adding also quick-service restaurant. By 1996 it had become clear to PepsiCo management that the potential strategic-fit benefits existing between restaurants and PepsiCo’s core beverage and snack businesses were difficult to capture. In 1997, CEO Roger Enrico spun off the company’s restaurants as an independent, publicly traded company to focus PepsiCo on food and beverages. Soon after the spinoff of PepsiCo’s fast-food restaurants was completed, Enrico acquired Cracker Jack, Tropicana, Smith’s Snackfood Company in Australia, SoBe teas and alternative beverages, Tasali Snack Foods (the leader in the Saudi Arabian salty-snack market), and the Quaker Oats Company. -
People & Economic Activity
PEOPLE & ECONOMIC ACTIVITY STARBUCKS An economic enterpise at a local scale Dr Susan Bliss STAGE 6: Geographical investigation ‘Students will conduct a geographical study of an economic enterprise operating at a local scale. The business could be a firm or company such as a chain of restaurants. 1. Nature of the economic enterprise – chain of 5. Ecological dimension restaurants, Starbucks • Inputs: coffee, sugar, milk, food, energy, water, • Overview of coffee restaurants – types sizes and transport, buildings growth. Latte towns, coffee shops in gentrified inner • Outputs: carbon and water footprints; waste. suburbs and coffee sold in grocery stores, petrol stations and book stores. Drive through coffee places • Environmental goals: sustainability.‘Grounds for your and mobile coffee carts. Order via technology-on garden’, green power, reduce ecological footprints demand. Evolving coffee culture. and waste, recycling, corporate social responsibilities, farmer equity practices, Fairtrade, Ethos water, • Growth of coffee restaurant chains donations of leftover food 2. Locational factors 6. Environmental constraints: climate change, • Refer to website for store locations and Google Earth environmental laws (local, national). • Site, situation, latitude, longitude 7. Effects of global changes on enterprise: • Scale – global, national, local prices, trade agreements, tariffs, climate change, competition (e.g. McDonalds, soft drinks, tea, water), • Reasons for location – advantages changing consumer tastes. Growth of organic and • Growth in Asian countries https://www.starbucks. speciality coffees. Future trends – Waves of Coffee com/store- locator?map=40.743095,-95.625,5z Starbucks chain of restaurants 3. Flows Today Starbucks is the largest coffee chain in the world, • People: customers – ages as well as the premier roaster and retailer of specialty • Goods: coffee, milk, sugar, food coffee. -
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. -
View Annual Report
2 Letter to Shareholders 10–11 Financial Highlights 12 The Breadth of the PepsiCo Portfolio 14 Reinforcing Existing Value Drivers 18 Migrating Our Portfolio Towards High-Growth Spaces Table 22 Accelerating the Benefits of of Contents One PepsiCo 24 Aggressively Building New Capabilities 28 Strengthening a Second-to-None Team and Culture 30 Delivering on the Promise of Performance with Purpose 33 PepsiCo Board of Directors 34 PepsiCo Leadership 35 Financials Dear Fellow Shareholders, Running a company for the long • We delivered +$1 billion savings term is like driving a car in a race in the first year of our productiv- that has no end. To win a long race, ity program and remain on track you must take a pit stop every now to deliver $3 billion by 2015; and then to refresh and refuel your • We achieved a core net return car, tune your engine and take other on invested capital3 (roic) of actions that will make you even 15 percent and core return on faster, stronger and more competi- equity3 (roe) of 28 percent; tive over the long term. That’s what • Management operating cash we did in 2012—we refreshed and flow,4 excluding certain items, refueled our growth engine to help reached $7.4 billion; and drive superior financial returns in • $6.5 billion was returned to our the years ahead. shareholders through share repurchases and dividends. We invested significantly behind our brands. We changed the operating The actions we took in 2012 were model of our company from a loose all designed to take us one step federation of countries and regions further on the transformation to a more globally integrated one to journey of our company, which enable us to build our brands glob- we started in 2007. -
IN the COURT of CHANCERY of the STATE of DELAWARE in Re
IN THE COURT OF CHANCERY OF THE STATE OF DELAWARE In re PEPSIAMERICAS, INC. : Consolidated C.A. No. 4530-VCS SHAREHOLDERS LITIGATION : VERIFIED CONSOLIDATED CLASS ACTION COMPLAINT Plaintiffs Philadelphia Public Employees Retirement System (“Philadelphia PERS”), The General Retirement System of the City of Detroit (“Detroit General”), The Police and Fire Retirement System of the City of Detroit (“Detroit P&F”), the City of Ann Arbor Employees’ Retirement System (“Ann Arbor”) and Beverly Rosman (“Rosman,” and collectively with Philadelphia PERS, Detroit General, Detroit P&F and Ann Arbor, “Plaintiffs”), by and through their undersigned counsel, upon knowledge as to themselves and upon information and belief as to all other matters, allege as follows: NATURE OF THE ACTION 1. Plaintiffs are holders of common stock of PepsiAmericas, Inc. (“PAS” or the “Company”). Plaintiffs bring this action individually and as a class action on behalf of all holders of PAS common stock other than the defendants and their affiliates. Plaintiffs seek injunctive and other equitable relief in connection with the proposal of PepsiCo, Inc. (“PepsiCo”) to acquire all of the PAS’ outstanding shares that PepsiCo does not already own for a combination of cash and stock valuing PAS at $23.27 per share (the “Proposed Merger”). 2. PepsiCo simultaneously offered to acquire Pepsi Bottling Group, Inc. (“PBG” and with PAS, the “Companies”) at $29.50 per share, and has made consummation of a merger with either bottler contingent on consummating a merger with the other. PepsiCo’s offers are timed and structured to favor PepsiCo and promise a paltry 17.1 percent premium over the closing prices of the Companies’ stock on April 17, 2009, the last trading day prior to PepsiCo’s announcement of the Proposed Merger. -
Online Appendix: Not for Publication the Competitive Impact of Vertical Integration by Multiproduct Firms
Online Appendix: Not For Publication The Competitive Impact of Vertical Integration by Multiproduct Firms Fernando Luco and Guillermo Marshall A Model Consider a market with NU upstream firms, NB bottlers, and a retailer. There are J inputs produced by the NU upstream firms and J final products produced by the NB bottlers. Each final product makes use of one (and only one) input product. All J final products are sold by the retailer. The set of products produced by each upstream i j firm i and bottler j are given by JU and JB, respectively. In what follows, we restrict j j to the case in which the sets in both fJBgj2NB and fJU gj2NU are disjoint (i.e., Diet Dr Pepper cannot be produced by two separate bottlers or upstream firms). We allow for a bottler to transact with multiple upstream firms (e.g., a PepsiCo bottler selling products based on PepsiCo and Dr Pepper SG concentrates). The model assumes that linear prices are used along the vertical chain. That is, linear prices are used both by upstream firms selling their inputs to bottlers and by bottlers selling their final products to the retailer. The price of input product j set by an upstream firm is given by cj; the price of final good k set by a bottler is wk; and the retail price of product j is pj. We assume that the input cost of upstream firms is zero, and the marginal costs of all other firms equals their input prices. The market share of product j, given a vector of retail prices p, is given by sj(p). -
Form 10-Q United States Securities and Exchange Commission Washington, D.C
FORM 10-Q UNITED STATES SECURITIES AND EXCHANGE COMMISSION WASHINGTON, D.C. 20549 (Mark One) X QUARTERLY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the quarterly period ended March 20, 1999 (12 weeks) ------------------------------ OR TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from to Commission file number 1-1183 [GRAPHIC OMITTED] PEPSICO, INC. (Exact name of registrant as specified in its charter) North Carolina 13-1584302 (State or other jurisdiction of (I.R.S. Employer incorporate or organization) Identification No.) 700 Anderson Hill Road, Purchase, New York 10577 (Address of principal executive offices) (Zip Code) 914-253-2000 (Registrant's telephone number, including area code) N/A (Former name, former address and former fiscal year, if changed since last report.) Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. YES X NO Number of shares of Capital Stock outstanding as of April 16, 1999: 1,476,995,019 PEPSICO, INC. AND SUBSIDIARIES INDEX Page No. Part I Financial Information Condensed Consolidated Statement of Income - 12 weeks ended March 20, 1999 and March 21, 1998 2 Condensed Consolidated Statement of Cash Flows - 12 weeks ended -
CASE 1-3Coke and Pepsi Learn to Compete in India
CASE 1-3 Coke and Pepsi Learn to Compete in India they had to finance their own R&D in order to find a substitute THE BEVERAGE BATTLEFIELD ingredient. Many failed and quickly withdrew from the industry. In 2007, the President and CEO of Coca-Cola asserted that Coke Competing with the segment of carbonated soft drinks is an- has had a rather rough run in India; but now it seems to be getting other beverage segment composed of noncarbonated fruit drinks. its positioning right. Similarly, PepsiCo’s Asia chief asserted that These are a growth industry because Indian consumers perceive India is the beverage battlefield for this decade and beyond. fruit drinks to be natural, healthy, and tasty. The leading brand has Even though the government had opened its doors wide to for- traditionally been Parle’s Frooti, a mango-flavored drink, which eign companies, the experience of the world’s two giant soft drinks was also exported to franchisees in the United States, Britain, Por- companies in India during the 1990s and the beginning of the new tugal, Spain, and Mauritius. millennium was not a happy one. Both companies experienced a range of unexpected problems and difficult situations that led them to recognize that competing in India requires special knowl- OPENING INDIAN MARKET edge, skills, and local expertise. In many ways, Coke and Pepsi In 1991, India experienced an economic crisis of exceptional sever- managers had to learn the hard way that “what works here” does ity, triggered by the rise in imported oil prices following the first Gulf not always “work there.” “The environment in India is challenging, War (after Iraq’s invasion of Kuwait). -
Horizons BR 5.32.04
w E N horIzoNS TradE Show Koury Convention Center • Greensboro, NC JUNE 15, 2016 Greetings to our Industry Partners! Welcome to the New Horizons Trade Show! We appreciate your attendance and participation in this annual event. Our membership enjoys this opportunity to meet with you and to examine your products. We hope you will find the Trade Show beneficial for your company. The staggered entry by membership classifi - cation has been provided to give you optimum time with all of our members. Please join me in thanking the Trade Show Committee under the leadership of Amelia Holland and Dawn Roth. This committee has worked hard all year to make this event beneficial for you and for our members. On behalf of each member of the association, I want to thank you for the many things you do at the local level as well as state level for School Nutrition. Many of you have contributed time and resources that have strengthened our effectiveness in serving the students of North Carolina. I look forward to speaking with you during the show. Thanks again for your support! Alison Francis SNA-NC President 2015-2016 Greetings and Welcome to the 2016 New Horizons Trade Show! The continued growth of this annual event exemplifies the strong relationship between industry and the membership of the School Nutrition Association of North Carolina. This show provides our members with ample opportunities to network with industry and exchange ideas and product information. Your commitment to School Nutrition is what continues to make it one of the best Trade Shows around. -
Some Suppliers Worry About Tesla Tion’S Internal Deliberations
. ****** TUESDAY, AUGUST 21, 2018 ~ VOL. CCLXXII NO. 43 WSJ.com HHHH $4.00 DJIA 25758.69 À 89.37 0.3% NASDAQ 7821.01 À 0.1% STOXX 600 383.23 À 0.6% 10-YR. TREAS. À 14/32 , yield 2.823% OIL $66.43 À $0.52 GOLD $1,186.80 À $10.30 EURO $1.1484 YEN 110.07 What’s Long Wait Ends With an Embrace for Separated Korean Families U.S. News Toughens Business&Finance Stance esla’s tumultuous year On China Thas fueled concern among some suppliers about the electric-car maker’s fi- Tariffs nancial strength, after pro- duction of the Model 3 BY BOB DAVIS drained some of its cash. A1 AND ANDREW DUEHREN PepsiCo agreed to buy WASHINGTON—The Trump seltzer-machine maker administration is moving SodaStream for $3.2 billion, closer this week to levying tar- the company’s latest move iffs on nearly half of Chinese to broaden its offerings. A1 imports despite broad opposi- Tyson Foods struck a tion from U.S. business and deal to acquire Keystone the start of a fresh round of Foods, a top meat supplier talks between the U.S. and to McDonald’s and other China aimed at settling the chains, for $2.16 billion. B1 trade dispute. The twin administration ini- France’s Total is having tiatives—pursuing tariffs on difficulty unloading its $200 billion of Chinese goods stake in a $5 billion natu- while relaunching talks to ral-gas project in Iran to a scrap tariffs—reflect a split Chinese partner. -
MASTER UPC June08
PCBC of Marysville & Manhattan UPC List PROD UPC DESCRIPTION SIZE PACK NUMB CODE 12oz 12pk PET 502 Pepsi 12pk 0 12000 00830 6 2-12pks 503 Dt Pepsi 12pk 0 12000 00831 3 2-12pks 510 Mt Dew 12pk 0 12000 00832 0 2-12pks 511 Dt Mt Dew 12pk 0 12000 00833 7 2-12pks 550 Dr Pepper 12pk 0 78000 00602 5 2-12pks 551 Dt Dr Pepper 12 pk 0 78000 00603 2 2-12pks 16.9oz 12pk PET 1302 Pepsi 12pk 0 12000 10200 4 2-12pks 1303 Dt Pepsi 12pk 0 12000 10201 1 2-12pks 1310 Mt Dew 12pk 0 12000 10203 5 2-12pks 1311 Dt Mt Dew 12pk 0 12000 10737 5 2-12pks 20oz Pet 602 Pepsi 20 oz 0 12000 00129 1 24 loose 603 Dt Pepsi 20 oz 0 12000 00130 7 24 loose 607 CF Dt Pepsi 20 oz 0 12000 00121 5 24 loose 690 Cherry Pepsi 20 oz 0 12000 00559 6 24 loose 691 Dt Cherry Pepsi 20 oz 0 12000 00579 4 24 loose 686 Dt Pepsi Vanilla 20 oz 0 12000 81189 0 24 loose 677 Dt Pepsi Max 20 oz 0 12000 01880 0 24 loose 610 Mt Dew 20 oz 0 12000 00131 4 24 loose 611 Dt Mt Dew 20 oz 0 12000 00134 5 24 loose 692 Code Red 20 oz 0 12000 00224 3 24 loose 618 Live Wire 20 oz 0 12000 81131 9 24 loose 613 Sierra Mist 20 oz 0 12000 00354 7 24 loose 612 Sierra Mist Free 20 oz 0 12000 20115 8 24 loose 628 Sierra Mist Orange 20 oz 0 12000 02786 4 24 loose 629 Sierra Mist Free Orange 20 oz 0 12000 02794 9 24 loose 634 Mug Rootbeer 20 oz 0 12000 00910 5 24 loose 636 DEWmocracy Volt Rasp 20 oz 0 12000 02862 5 24 loose 637 DEWmocracy Rev Berry 20 oz 0 12000 02866 3 24 loose 638 DEWmocracy Nova Straw 20 oz 0 12000 02870 0 24 loose 650 Dr Pepper 20 oz 0 78000 08240 1 24 loose 651 Dt Dr Pepper 20 oz 0 78000 08340 -
Final Project a PROJECTON PEPSICO. STING ENERGY DRINK
Final Project A PROJECT ON PEPSI CO. STING ENERGY DRINK (2011) ------------------------------------------------- Submitted By: FFaarrhhaan Abbiid 11663322--110099000044 Ghulam Shabbir 1632-109007 MBA (Marketing) ------------------------------- Approved by: _________________________________________ _________________________________________ _ Dean Faculty of Marketing Project Supervisor Inner Title A PROJECT ON PEPSI CO. STING ENERGY DRINK A PROJECT SUBMITTED TO THE PIMSAT INSTITUTE OF HIGHER EDUCATION IN FULFILMENT OF THE REQUIREMENTS FOR THE DEGREE OF MASTER IN BUSINESS ADMINISTRATION (MARKETING) BY FARHAN ABID & GHULAM SHABBIR MASTER IN BUSINESS ADMINISTRATION FACULTY OF MARKETING, PIMSAT INSTITUE OF HIGHER EDUCATION, PAKISTAN 2011 TABLE OF CONTENTS SSeerriiaall DDeessccrriippttiioonn PPaaggeNN oo.. CCeerrttiiffiiccaatteess vviiii--iixx Acknowledgements x DDeeddiiccaattiioonn xxii EExxeeccuuttiivveSS uummmmaarryy xxiiii CChhaapptteerNN oo.11 IInnttrroodduuccttiioon TTo EEnneerrggy DDrriinnkk 1133--1144 11..11 IInnggrreeddiieennttsOO fEE nneerrggyDD rriinnkk 1155--1188 11..22 EEffffeeccttss 1199--2200 11..33 AAtttteemmppttsTTo BBaa nn 2211 11..44 HHiissttoorryy 2222--2244 11..55 CCaaffffeeiinnaatteedAA llccoohhoolliicEE nneerrggyDD rriinnkkss 2255--2266 11..66 AAnnttii--EEnneerrggyDD rriinnkkss 2277 11..77 HHiiddddeenRR iisskks 2277--2288 CChhaapptteerNN oo.22 IInnttrroodduuccttiioonTT oPP eeppssii 2299--3300 22..11 CCoommppaannyOO vveerrvviieeww 3311--3322 22..22 ABB rriieefPP eeppssiHH iissttoorryy 3333--4400 22..33 MMiissssiioonn 4411