1. What market opportunity and challenges did Pepsi face in China? Opportunity: high potential development in food process industry; big and growing snake market. Challenges: underdeveloped agribusiness; traditional agriculture; importing potato and potato seeds are banned; underdeveloped infrastructure for logistics; 2. What supply chain challenge did the face? Enough replenishment of raw material‚ potato. Underdeveloped infrastructure for logistics. Not enough qualified supplier.
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commonly used de-icing agent (Road salting). Sometimes‚ it can be used along with some anti-caking agents like sodium hexacyanoferrate (II) or sand and grits. These elements like sodium‚ chloride‚ ferrocyanide and other impurities seep into our environment when the snow or ice melts‚ and poses a threat to water bodies‚ soil‚ vegetation and large number of species sustaining on them (Environmental‚ Health and Economic Impacts of Road Salt). De-icing of the roads is‚ beyond a doubt‚ very essential‚
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engineering grad from Alexandria University‚ Kabil arrived at Pepsico 10 years ago from Proctor & Gamble‚ moving up through the ranks to become president of the company’s North African operations a year ago. What brought him to Pepsi in the first place? “The challenge‚” he says. “Pepsi is a great company. It is a strong and fast consumer goods company‚” he says. “Extremely fast. Fast in the way we do business. Fast in the way we create product‚ our positioning‚ how we compete.” As president‚ Kabil runs
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COMPANY PROFILE-PEPSI CO. (US) PepsiCo is a world leader in convenient foods and beverages‚ with revenues of about $27 billion and over 143‚000 employees. The company consists of the snack business of Frito-Lay North America and the beverage and food businesses of PepsiCo Beverages and Foods‚ which includes PepsiCo Beverages North America (Pepsi-Cola North America and Gatorade/Tropicana North America) and Quaker Foods North America. PepsiCo International includes the snack businesses of Frito-Lay
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Supply Chain Management of PepsiCo ------------------------------------------------- Case Details: | Case Code | : | OPER102 | Case Length | : | 14 pages | Period | : | 2005-2011 | Organization | : | PepsiCo. | Pub Date | : | 2012 | Teaching Note | : | Not Available | Countries | : | US; Global | Industry | : | Food and Beverages | ------------------------------------------------- Abstract: In 2010‚ PepsiCo Beverage Company (PBC)‚ an operating unit of PepsiCo Inc. (PepsiCo)
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Strength Pepsi has a broader product line and outstanding reputation. Merger of Quaker Oats produced synergy across the board. Record revenues and increasing market share. Lack of capital constraints (availability of large free cash flow). o Great brands‚ strong distribution‚ innovative capabilities o Number one maker of snacks‚ such as corn chips and potato chips PepsiCo sells three products through the same distribution channel. For example‚ combining the production capabilities
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2002.Witha strong belief that diversity will greatly benefit the company in the long-run‚ Reinemund insisted to carry on and successfully improved the company’s market share in 2003. Later‚ motivated by creating a more inviting and engaging work environment for employees‚ Reinemund made the diversity part of the PepsiCo.’s culture. He encouraged authentic conversations between shareholders‚ employees and managers to infuse diversity into every level of the company. As the results‚ all three divisions
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Coca-Cola for only one dollar (www.coke.com). Asa Candler‚ then President of The Coca-Cola Company‚ was not convinced that selling the product in bottles was the way to go. No one could have predicted how popular Coca-Cola and its main competitor‚ Pepsi-Cola‚ would become. The relationship between company and bottler has always been very important. Today‚ 54 billion beverages of all types are served every day.1 Products from PepsiCo Inc. (PEP) and The Coca-Cola Company (KO) account for more than
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identified and recommended. External Situation As presented by Grant (2007)‚ macroenvironmental factors are beyond a firm’s control. To adapt and remain competitive‚ a firm must understand how these external influences “affect the firm’s industry environment” (p.66). The
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and difficult situations that led them to recognize that competing in India requires special knowledge‚ skills‚ and local expertise. In many ways‚ Coke and Pepsi managers had to learn the hard way that "what works here" does not always "work there." In spring 2003‚ Alex von Behr‚ the president of Coca-Cola India‚ admitted ruefully‚ "The environment in India is challenging‚ but we ’re learning how to crack it." THE INDIAN SOFT DRINKS INDUS"rRY In India‚ over 45 percent of the soft drinks industry in
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