This document provides a summary of CAGNY's business strategies and priorities. It discusses plans to (1) build and enhance leading brands, (2) exploit opportunities in high-growth categories, and (3) increase presence in high-margin channels and packages. It also outlines strategies to leverage CAGNY's integrated business model, strengthen its route-to-market approach, and improve operating efficiencies. The document reviews CAGNY's portfolio of brands and priority focus brands that drive over 70% of volume. It also discusses financial targets and challenges in delivering long-term growth.

1. CAGNY
February 17, 2010

2. Safe Harbor Statement
This release contains forward-looking statements within the meaning of Section 27A of
the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act
of 1934, as amended, including, in particular, statements about future events, future
financial performance, plans, strategies, expectations, prospects, competitive
environment, regulation, and cost and availability of raw materials. Forward-looking
statements include all statements that are not historical facts and can be identified by the
use of forward-looking terminology such as the words “may,” “will,” “expect,” “anticipate,”
“believe,” “estimate,” “plan,” “intend” or the negative of these terms or similar
expressions. These forward-looking statements have been based on our current views
with respect to future events and financial performance. Our actual financial performance
could differ materially from those projected in the forward-looking statements due to the
inherent uncertainty of estimates, forecasts and projections, and our financial
performance may be better or worse than anticipated. Given these uncertainties, you
should not put undue reliance on any forward-looking statements. All of the forward-
looking statements are qualified in their entirety by reference to the factors discussed
under “Risk Factors” in Part I, Item 1A of our Annual Report on Form 10-K for the year
ended December 31, 2008 and our other filings with the Securities and Exchange
Commission. Forward-looking statements represent our estimates and assumptions only
as of the date that they were made. We do not undertake any duty to update the forward-
looking statements, and the estimates and assumptions associated with them, after the
date of this presentation, except to the extent required by applicable securities laws.

3. Strong Portfolio of Brands with Leadership Positions
Flavored CSDs Juice & Juice Drinks Premium Tea
Mixers Gourmet CSDs

4. Priority Focus Brands Drive Over 70% of Volume

5. And Generate Over $8bn in Retail Sales
Estimated Retail Sales (Millions)
$0 $200 $400 $600 $4000
Source: The Nielsen Company and company estimates of non-measured channels including fountain foodservice. Estimates include sales by third-party bottlers and distributors.

6. Portfolio Also Contains Leading Regional,
New and Allied Brands

7. Flavored CSDs Drive 80% of Our Business and Are Growing
Flavored CSD Category Mix DPS Dollar Share
(Retail Sales Dollars) Change 2009 vs 2006
50.6% 41.3%
49.3% 39.2%
48.3%
47.8%
46.3% +2.1pts
2005 2006 2007 2008 1/2010 Flavored CSDs
Source: The Nielsen Company – U.S. Only

8. Route to Market is Broad, Balanced and Flexible
Company Owned Distribution ~ 40%
Fountain Foodservice ~ 10%
Warehouse ~ 10% Bottling Partners ~ 40%

9. Spun-Off 5/08, DPS is an Amalgamation
of Many Brand and Bottling Companies
Dr Pepper/7UP Companies, Inc. Manufacturing & Distribution Assets
Dallas / Fort Worth Dr Pepper Bottling Company
Dr Pepper Bottling Company of Waco
Seven Up Bottling Company of Waco
Kemmerer Bottling
Seven Up Bottling of IN / Northern KY
Joyce Beverages Midwest
Racine Seven Up
Dr Pepper Bottling Co of Houston
7Up Detroit Inc.
Beverage Management (OH)
Full Service Beverage Co of Houston
Snapple Beverage Corp. Metro Beverages, Inc. (Eastern IN)
Klages (Akron, OH)
Seven Up Bottling Co. of Dallas
Mid-Continent Bottlers, Inc.
A.J. Canfield Co.
American Juice Co.
Iowa Beverages
All American Bottling Corp. (Rockford, IL)
Dr Pepper Bottling Co. of Galveston
Big Red Distributors, Inc. (Waco)
All American Bottling Corp. (Minneapolis)
Seven Up Bottling Company of Topeka
All American Bottling Corp. (WV)
Corsicana Dr Pepper Bottling Co.
7Up RC Bottling Company of Southern CA
Duffy – Mott’s Co. Select Beverages
Beverages America
Cotton Club of Cleveland, OH
Iowa Beverage Manufacturers
Metro Beverages, Inc. (Eastern IN)
Big Red Bottling of South TX
Skyline Beverages of WV
Weinstein Beverage Co. of Spokane, WA
AABC (CO, OK, TN, KY, AR, MI)
Easley
SeaBev

10. Focused on Delivering Against a Set of Key Priorities
Build and Enhance Leading Brands
Exploit Opportunities in High Growth
and High Margin Categories
Increase Presence in High Margin
Channels and Packages
Leverage Integrated Business Model
Strengthen Route-to-Market
Improve Operating Efficiencies

11. Focused on Delivering Against a Set of Key Priorities
Build and Enhance Leading Brands
Exploit Opportunities in High Growth
and High Margin Categories
Increase Presence in High Margin
Channels and Packages
Leverage Integrated Business Model
Strengthen Route-to-Market
Improve Operating Efficiencies

12. Priority Focus Brands Have Significant Growth Opportunities
8 oz Servings Per Capita
238
Goal = 100
Goal = 20 26
62 11
Average Top State Average Top State
Juice
33
Goal = 20 Goal = 5
5
5 3
Average Top State Average Region Top Region
Source: The Nielsen Company YTD 12/26/09

13. Dr Pepper is America’s Oldest Major Soft Drink Brand

14. And Still Has Plenty of Room to Grow
DP Volume – 288 oz DP Volume Share %
CAGR +3.2 pt
+4%
1989 2009 1989 2009
8 oz Servings Per Capita Household Penetration %
215
62
37
62
DP #1 CSD DP #1 CSD
Source: The Nielsen Company and Nielsen Homescan YTD 12/26/09

15. Fountain Expansion is Driving Awareness and Trial
Max & Erma’s
R
% Outlets
0% 20% 40% 60% 80% 100%
Source: Company specific data

16. Dr Pepper Cherry is Bringing in New Users
and Growing the Base
% HH Penetration
Cherry is prompting additional
light user purchases and
37.2 bringing in new users
2.4pts 23.7
Cherry
Only 15.0
9.6
DP TM DP Reg DP Diet DP Cherry
# of Display Growth vs. LY
+10%
+2%
DP TM DP TM ex Cherry
Source: The Nielsen Company and Nielsen Homescan, Total US, 52 WE 10/31/09

17. Snapple Premium Restage is Working
ACV% 16oz 6 pack Grocery
78 78 77
75
73
68
56
49
30
13
8
2/09 3/09 4/09 5/09 6/09 7/09 8/09 9/09 10/09 11/09 12/09
16oz 6 pack Growth Cases vs 2008
2/09 3/09 4/09 5/09 6/09 7/09 8/09 9/09
Source: The Nielsen Company YTD 12/31/09. Volume growth cases per internal reporting.

18. Exploiting $4bn Value-Tea Category with Multi-Pack PET
ACV% 16.9oz 12 pack Grocery
51 52 51 50 49 50
47 50
37
30
20 23
1/09 2/09 3/09 4/09 5/09 6/09 7/09 8/09 9/09 10/09 11/09 12/09
Growth Cases vs 2008
1/09 2/09 3/09 4/09 5/09 6/09 7/09 8/09 9/09
Source: The Nielsen Company YTD 12/31/09. Volume growth cases per internal reporting.

19. And Testing $0.79 Pre-Priced Cans

20. Mott’s #1 or #2 in Cost Advantaged Locations
# 1 or # 2
#1 or #2 position
Source: The Nielsen Company – U.S. Only

21. West Coast Capacity and Strong Innovation are Key Enablers

22. Crush Expansion Exceeding Expectations…
Highlights Latent Potential of Our Brands

23. Surrounding the Consumer…
Merchandising and POS Dr Love
Targeted Print National Media
Massive Sampling

24. …Where They Shop

25. …Where They Play

26. …Outdoor

27. …Online

28. …On TV

29. Run Commercials

30. Investing Behind Our Brands While Driving Down Costs
GRP Growth vs. LY
Q1 Q2 Q3 Q4
Cost per GRP down 10%
Source: GRPs measured through The Nielsen Company, Arbitron and internal reporting

31. Brand Health Continues to Improve
Total Brand Awareness
+2 pts
+3 pts
+2 pts
Q1 Q3 Q1 Q3 Q1 Q3
Source: Ipsos 2009

32. Strong Innovation Pipeline Starts
with Best-In-Class R&D Capabilities
Key Capabilities
● Flavors
● Sensory Science
● Sweeteners
● Antioxidants
● Vitamins & Minerals
● Approved Functional Ingredients
● Emerging Functional Ingredients
● Nutrition, Claims & Labeling
● Analytical Chemistry / Food Safety
● Process Development / Scale Up
● Technical Data Management

33. 2010 Line-up is Strong and
Supports Continued Business Momentum
Multi-Year Platforms 2010 New Products

34. Focused on Delivering Against a Set of Key Priorities
Build and Enhance Leading Brands
Exploit Opportunities in High Growth
and High Margin Categories
Increase Presence in High Margin
Channels and Packages
Leverage Integrated Business Model
Strengthen Route-to-Market
Improve Operating Efficiencies

35. Mixer Restage and New Capacity on Track

36. Venom Growing One Bottle at a Time
ACV% Distribution
60 61 61
53 56 58 58
50 52
46
41
36
1/09 2/09 3/09 4/09 5/09 6/09 7/09 8/09 9/09 10/0911/0912/09
Growth Cases vs 2008
1/09 2/09 3/09 4/09 5/09 6/09 7/09 8/09 9/09
Source: The Nielsen Company YTD 12/31/09. Volume growth cases per internal reporting.

37. Leveraging Allied Brands to Fill in Gaps
and Leverage Asset Base

38. Focused on Delivering Against a Set of Key Priorities
Build and Enhance Leading Brands
Exploit Opportunities in High Growth
and High Margin Categories
Increase Presence in High Margin
Channels and Packages
Leverage Integrated Business Model
Strengthen Route-to-Market
Improve Operating Efficiencies

39. 5 Year Cold Drink Program on Track,
Despite Tough Environment
Coolers Per 10,000
35K Incremental Coolers Per Year Head of Population
186 Now
2 billion serving
occasions over
5 years
151 SW 9
Pacific 4
116 NE 9
Central/SE 8
81
46
5 Year
10
36 35 35 35 35 GOAL 23
2008 2009 2010 2011 2012 2013

40. Placements Driving Awareness and Returns

41. Balanced Routes to Market Enables Full Price/Pack Participation
Company Owned/
Bottling Partners Independent System

42. Focused on Delivering Against a Set of Key Priorities
Build and Enhance Leading Brands
Exploit Opportunities in High Growth
and High Margin Categories
Increase Presence in High Margin
Channels and Packages
Leverage Integrated Business Model
Strengthen Route-to-Market
Improve Operating Efficiencies

43. Changing Landscape
Requires Continuous Improvement
● Consumer Insights
● Shopper Insights
● Innovation
● Local Marketing /
Customer Development
● Demand Planning /
Vendor Managed Inventory
● Technology (ASN, EDI, RFID, etc.)

44. Customer Results And Feedback Are Clear

45. Focused on Delivering Against a Set of Key Priorities
Build and Enhance Leading Brands
Exploit Opportunities in High Growth
and High Margin Categories
Increase Presence in High Margin
Channels and Packages
Leverage Integrated Business Model
Strengthen Route-to-Market
Improve Operating Efficiencies

46. 5 Year Supply Chain Optimization Journey Nearing Completion
Five Regional Centers Hub and Spoke Distribution
1. South (2006-07) 4. West Coast (2009-10)
2. Southeast (2008-09) 5. Midwest (2010-11)
3. Northeast (2009)

47. Victorville, CA Regional Center on Schedule and on Budget

48. Core IT Infrastructure in Place
Expanding SAP to Warehouse Direct Business and Mexico

49. Instilling One Set of Behaviors…
the Foundation of Our People Strategy
1. Laying the Foundation 2. Mobilizing
3. Building Our Bench
Tying Performance
Call to ACTION to Operational
Workshops Metrics
DPS Campus

50. Ensuring Environmental Sustainability as We Optimize

51. Focused on Delivering Against a Set of Key Priorities
Build and Enhance Leading Brands
Exploit Opportunities in High Growth
and High Margin Categories
Increase Presence in High Margin
Channels and Packages
Leverage Integrated Business Model
Strengthen Route-to-Market
Improve Operating Efficiencies

52. Building Revenue and Margin Management Capabilities
● Insights to improve decision-making
● Transparency into what works
● Enable better conversations
with our customers
Drive Productivity to Fuel Growth

53. Making Better Decisions with Real-Time
and Consistent Information
● Improved sales
and route analytics
● Better fleet
utilization
● Greater sales
efficiency
● Improved
Customer Service

54. Leveraging Best-in-Class Procurement Processes
2010 Priorities
● 8 step strategic sourcing process
● Formula and packaging optimization
● Reverse engineering of flavors
● Indirect and capital procurement
● Low cost country sourcing

55. Productivity Office Funding Continuous Improvement Initiatives
Productivity Office Savings Impact
Annual Investments
Ongoing Savings
2009 2010 2011 2012 2013 2014

56. Results Show Our Focused Strategy is Working
Build and Enhance Leading Brands
Exploit Opportunities in High Growth
and High Margin Categories
Increase Presence in High Margin
Channels and Packages
Leverage Integrated Business Model
Strengthen Route-to-Market
Improve Operating Efficiencies

57. Brands + Execution = Long Term Growth
+ Volume/Price/Mix
Net Sales + Distribution gains
Growth 3-5% + Cold drink equipment
+ Innovation
+ Revenue growth
EPS Growth + Operating efficiencies/
High-single-digit crush costs
+ Below-the-line leverage

58. Confident in Long-Term Algorithm
Despite Significant Headwinds
Challenges Responses
● Changing  Consumer insights
consumer needs  Product / package innovation
and demographics  Availability – Coastal, Hispanic, etc.
● Economic  Constantly delivering consumer value
uncertainty  Crushing costs
● Commodity costs  Balanced pricing
 Mix management
 World class supply chain/procurement
 Productivity / Supply chain efficiency
● US/Canada/  Leading brands with significant
Mexico focus growth opportunities
 Execution excellence….
distribution and availability

59. Packaging and Ingredients Drive 65% of COGS
COGS Key Ingredients Components
• Sweeteners
• Apple / Juice Concentrates
Ingredients • Flavors / Colors
~20%
Key Packaging Components
Packaging
~45% • Cans / Ends
• Bottles / Caps
• Glass
• Corrugated / Paperboard
• Labels / Films

60. Hedging and Procurement Best Practices
Ensure Cost Visibility
● Aluminum
● Net Corn
Key Items
Covered ● Apple Juice Concentrate
● Natural Gas
● Heating Oil
● Min / max coverage
policies
Governance
● Commodity
Purchasing Committee

61. Consistently Delivering Strong Net Income
to Free Cash Flow Conversion
Net Income to Free Cash Conversion %
124%
86% 87%
75%
2006 2007 2008 2009 Q3YTD
Source: Reconciliation of non-GAAP financial measures can be found under the investor section at www.drpeppersnapple.com.

62. Opportunities Exist to Drive Additional
Working Capital Productivity
A/R INVENTORY
• Reduce invalid deductions • Drive forecast accuracy
• Credit to cash process • Vendor managed inventory
optimization • Safety stock management
A/P
• Early pay discounts
• Vendor management
• Terms standardization
• Organizational capabilities
CASH CONVERSION CYCLE…KEY OPERATIONAL METRIC

63. Continuing to Invest in the Business to Fuel Growth
Capex % Net Sales Growth / Efficiencies
Maintenance
5% 5% 5% 5% 5%
2008 2009 2010 2011 2012

64. Rapidly Approaching Our Target Capital Structure
$1,200
Adjusted* Total
Debt / EBITDA
Target = 2.25x 10 yr note
@ 6.82%
$655
5 yr note
$450 @ 6.12%
$400
3 yr note Credit $250
2 yr note @ 2.35% Facility
@ 1.70% L + 200 30 yr note
($405) @ 7.45%
$0
2010 2011 2012 2013 // 2018 // 2038
*Adjusted for unfunded pension liabilities, operating leases, stock-based compensation expenses and other items

65. Priorities for Free Cash Flow are Clear
● Achieve and maintain target capital
structure
● Build modest cash reserves to maintain
liquidity and financial flexibility
● Return excess cash to shareholders
over time

66. Key Takeaways
● Strong portfolio of brands with leadership
positions
● Journey to integrate collection of powerful
assets on track
● Focused on delivering against a set of
key priorities
● Brands + Execution = Long Term Growth