The document summarizes the entry of Pepsi into the Indian soft drinks market in the late 1980s. It discusses: 1) The Indian market environment that Pepsi had to tackle, including competitors like Parle and Pure Drinks, potential partners PAIC and Voltas, suppliers like farmers, and customers unfamiliar with foreign cola brands. 2) How Pepsi managed these elements, such as directly competing with market leader Parle, using partners to gain support and counter critics, providing farmers an alternative market, and promising customers a unique brand experience. 3) Lessons about managing the environment through flexibility, operating on strengths, ensuring self-benefit along with benefitting others, and going beyond requirements to

1. Faculty :
Dr. Archi Mathur
Group Members :
Sunidhi Mehta
Jyotirman Choudhury
Priyadarsh Charan
Rakesh Sharma

3. THE INTERNATIONAL SCENARIO:
Rivalry between Coke and Pepsi and each was out to beat the
other.
Coke outsells Pepsi.
In 1987 Coke & Pepsi have 40.3% & 30.2 % of the U.S market
respectively.

4. Had an image of soft drink manufacturer and marketer.
Apart from Pepsi cola co. and Pepsi cola International, it had six other
divisions which had given it a commanding presence in Food Business.
Soft drinks contributed 32 % & the restaurants 27 % to the total operating
profits in 1987 .
Pepsi was merged with Frito-Lay to constitute Pepsi co. International in 1965.
In 1987 Pepsi co. was ranked 29th in the Fortune 500 whereas Coca Cola was at
54th.
Today, Frito-Lay division markets over 100 varieties of Snack Food.
Pepsi Co. acquired Kentucky Fried Chicken chain in 1986, with this Pepsi
became the owner of the world’s largest restaurant chain which also includes
Pizza hut and Tacco Bell with a total of nearly 16500 outlets in 1987.
Pepsi had so far made inroads in 151 countries – 150 before India.

5. THE INDIAN SCENARIO:
Limca was the largest selling brand, cola was the largest selling flavor
accounting for 40 % of the market share Lemon drinks followed cola with 31 %
and orange drinks had only 19 %.
Lemon drinks were more popular in Metros.
In 1977 a change at a centre led to the exit of the Coca cola.
The first national cola drink to pop up was Double Seven.
Pure drinks, Delhi switched over to Campa Cola after coke’s exit and by the end
of seventies, it was only Campa cola in the Indian cola market.
In 1980 another cola drink, Thumps Up was launched by Parle but was objected
by Pure Drinks to its being called a cola drink.
Thrill by Mc Dowell's in mid eighties and by the late eighties there was Double
cola which entered the market with the USP of an American Cola.
The Indian soft drinks industry was estimated to be worth Rs 900 crores.
In 1978 Parle led the Indian soft drinks market, in 1983 its market share was 43
percent, 44 percent in 1987 and in 1990 it reached to 70 percent whereas its
chief rivals Pure drinks’ share had been declining in 1978 it was 28 percent , in
1983, 22 percent and in 1987 it was 21 percent.
An additional dimension to the Indian soft drinks was fruit drinks. In 1988 it
was valued at Rs 40 crores and was growing at a rate of 20 percent which was
faster then the growth of the aerated soft drinks.

6. ENTRY OF PEPSI IN INDIA –
PHASE I:
In 1985 a proposal with R.P. Goenka group was
rejected by the then govt.
The proposal involved:
Export of fruit juice concentrates from Punjab in
return for the import of cola concentrates.
The deal offered was 3:1 export import ratio.

7. ENTRY OF PEPSI IN INDIA – PHASE II:
Rs 22 crore Pepsi co project was the second bid.
The second proposal encompassed the following activities:
Agro Research centre (costing Rs 1.55 crores).
A potato and grain based processing unit (costing Rs 8
crores).
A fruit and vegetable processing unit (costing Rs &.5 crores).
Exports.
The Pepsi co would have an equity holding of 39 percent,
PAIC, 20 percent and Voltas , 24 percent. The balance was to
be placed privately from loans.
Imports would be 37 crores and exports a minimum of Rs 194
crores over a 10 year period.
Benefits and advantages of proposal includes better market
for rice, wheat and fruits in Punjab

8. Acceptance of the Pepsi Offer in India in
1990:
Offer was accepted after much negotiations
Export import ratio was finally fixed at 5:1
Cold drinks sale was fixed at 22.5% of total sales
Lot of political lobbying was involved.

9. Issue 1 : What were the elements of
Indian market environment that Pepsi
co. had to tackle?
Elements of Micro Environment
Competitors
Partners/ Collaborations
Suppliers
Customers

10. A) Competitors
1-Market Leader- Parle
Direct—Limca ,Thums Up, Golds Spot-44% in 1988.
Indirect– Fruit Juice, Frooti.
2- Challenger –
Pure Drinks-Campa cola

11. Contd…
3- Followers –
Mc Dowell’s Thrill
Double Cola
Other Characteristics
Medium Competition
2% of Advertisement
Inexperienced and Apprehensive of Fighting
International Player .
Low Installation Cost and Equipment Value Relatively
Inferior

12. B-Partners/ Collaborations
PAIC and Voltas were vocal in their support.
Agriculture Oriented PAIC had know-how about
farmers state of agriculture .
Established Brand Name of Tata.

13. C-Suppliers
Mostly farmers with high expectation whose:
Income from wheat was falling .
Fruit Cultivation was increasing , but had a major problem
to dispose them.

14. D-Customer
Fresh Indian Market , who were new to the taste of
Foreign Cola Brand

15. Macro environment
Political environment
Legal Environment
Economic Environment
Socio-Cultural Environment
Technological Environment

16. 1-Political Environment
Development of Economy.
Intent of Development of Local Players Only.
Opposition to promotion of carbonated drinks.
Fear of invasion of foreign brand.
Opposition to reliance on foreign technology .
Desire to get best deal out of foreign collaboration.
Desire to increase exports .
Desire to earn foreign exchange.

17. 2-Legal environment
Severe restrictions in equity through FERA
Dispute in relation to ownership of Pepsi brand name.

18. 3-Economic environment
Closed economy
Cold drink industry in nascent stage
FOREX starved economy
Lack of adequate market for fruits cultivators

19. 4-Technological environment
Inferior technology for production of soft drinks .
Requirement of knowledge in agriculture industries .
Requirement of technology for fruits processing .

20. 5-Socio-cultural environment
Fear of invasion of MNC culture
Fear of impact on diet

21. Issue-2-How were these elements
managed ?
MICRO ENVIRONMENT.
Competitors
Partners / Collaborations
Suppliers
Customers
MACRO ENVIRONMENT.
Political
Legal
Economic
Technological
Scio-cultural

22. A-Competitors
Tackled the market leader head on.
Protected the public image, by putting up precise answers to
questions :
Director, Business Division .
Careful instruction to its partners: PAIC and Voltas
Emphasized on the point that in spite of being a foreigners,
will create more benefits than local player.
Did not harp on the foreign nature ; came up with the
Indianized version of the brand in form of Lehar Pepsi
Ensured that discrediting /disruption tactics, were properly
pinned against the perpetuators.
Ensured top of the line equipment and plants were installed

23. B-Partners /Collaboration
Made optimum use of its partners
displacing opposition
garnering support
Used PAIC for
countering argument from competitors
ensuring support from suppliers
Used Voltas, it being a company of Tatas
to establish credibility
to quell any criticisms
Both were used for swaying public opinion ,in their
favour.
Loyalty and interest ensured through equity stake PAIC-
40% , voltas-24%

24. C-Suppliers
Fueled their expectation by spreading awareness of benefits
through PAIC
Provided the alternative for sale of agro products
Provided an option for opening of bottleneck and marketing
of fruits.

25. D-Customers
Promised a unique brand experience of foreign cola
drink.

26. A-Political
Phase-I
Offer made with R.P.Goenka in 1985
He included 3:1 export import ratio only on fruit juice
concentrate.
It was rejected

27. Phase-II
Offer made with PAIC and voltas
Offer made in areas mentioned in the facts .
Agro research centre
Agro based food processing mostly
Fruit based food processing
Exports .
Assured development of products others than cold drinks limiting it to
25 % of sales .
EXIM ratio highly in favor of India
Repatriation only after adequate FOREX.
Assurance on meeting export regulations
Assured employment -500-direct and 30000-indirect
Dilution of foreign brand to Lehar

28. Phase-III
To further emphasis the offer made in phase –II
Equity stakes were revised
PAIC 40% Voltas -24% ,Pepsi-35%
EXIM ratio fixed at 5%
Indulged in political lobbying
Ensured the active participation of Punjab government.

29. B-Legal
Compliance with legal requirements
Fighting out the cases inside as well as outside.

30. C-Economic
Ensured penetration in economy through attractive
offer
FOREX
EXIM ratio
Better deal than other countries.
Attacked the developing cold drinks industry
Superior technology
Better finance
In area of agriculture
Providing a market for agro products
Provision of better prospects for food products .

31. D-Technological
Assured availability of high end technology
Established collaborations for development of
agriculture

32. E-Socio-Cultural
Ensured Indianization through Indian version of Pepsi

33. Issue-3-what is your learning about
“managing the environment”?
IDENTIFICATION
APPRAISAL
ANALYSIS
REACTION

34. Flexibility –in changing offers .
Operating on strength
Brand name
Soft drink
Ensuring self benefit in benefit of others .
Going beyond requirement making it look
like an initiative.

35. Issue-4-How do you see the emerging
environment in the Indian soft drinks
market ?
Production
Market
Competition
Promotion
Others

36. Production
Better & more efficient means of production
Introduction of variety of flavours
More choices available to the buyers in terms of
prodcuts, brands & flovors

37. Market
Growth in market size
Spread of market of Pepsi
Probable entry of Pepsi in fruit drinks

38. Competition
Increase in the degree of competition
Probable exit of Pure Drinks
Consolidation of small players
Incoming of more foreign players especially Coke

39. Promotion
Exposure to new forms of strategies & techniques
Increase in the budgetary allocation to advertisement
& sales promotion
More aggressive form of promotion to be observed in
the market

40. Others
Less political hostility towards entering of foreign
players
Relaxation of legal requirements
Better employment generation

41. THANK YOU