Pepsi was given control of Lay's chip business in Russia after a sales crisis caused Lay's to reduce staff. However, Pepsi struggled to regain the same market share as their sales remained too low. The author analyzed the issues, such as empty stockrooms and underloaded trucks, and implemented solutions like building a warehouse and loading chips on soda trucks. This improved logistics and increased sales. The author also negotiated with distributors to stabilize pricing and resume shipments. As a result, Pepsi's chip sales increased by 50% in central regions and 25% in other regions, and their market share grew. The author was then promoted within Pepsi.
O documento discute a amargura e a importância do perdão. Ele apresenta exemplos bíblicos de pessoas que se tornaram amargas por não perdoarem, como Esaú, Saul e Judas. A amargura contamina a si mesmo e aos outros ao longo do tempo e nos afasta da graça de Deus. O documento também apresenta exemplos de pessoas que perdoaram, como José, Davi e Jesus, que pediu perdão para seus crucificadores.
Microsoft is a large software company that develops operating systems, productivity software, servers, and various online services. Their main products include Windows, Office, Xbox, Skype and Bing. They face competition from companies producing alternative operating systems, productivity suites, mobile platforms and internet services. To strengthen their position, Microsoft needs to focus on innovation in mobile devices, tablets, security and new markets, potentially through divesting their Windows business unit to reduce antitrust issues. They also need to ensure their platforms are competitive in the growing mobile and tablet sectors.
Lay's India used social media to build their brand community and engage consumers. Their 2011 campaign on Facebook, YouTube, and other platforms for Lay's Flavor World Cup contest had the objectives of reaching consumers, building brand affinity, and promoting participation. The plan involved maintaining a presence, sharing information and engaging consumers on these platforms. Key deliverables and insights included high community interactions from creative posts, activities, and cricket content, as well as opportunities to improve engagement through integrated content like videos.
Levi's is a popular jeans brand that offers a wide range of fits and styles. It sells products through major retailers and its own stores located in various cities. Levi's targets customers of all ages and sizes through promotions, advertisements, and magazine placements. While it faces competition from other denim brands, Levi's maintains a strong market position through its classic styles and widespread availability.
The document provides an overview of the Indian wafer snacks market. It discusses the market size of approximately Rs. 4,500-5,000 crores annually and growth rate of 30%. Major players include Frito-Lay, Bingo, Haldiram, and Balaji. Frito-Lay commands 45% market share. The document then analyzes the industry attractiveness using Porter's 5 forces model, finding the threat of new entrants and competitive rivalry to be moderate and high respectively. Finally, it summarizes the marketing strategies of leaders Frito-Lay and Bingo, and challenger Smart Chips.
Diesel is an Italian lifestyle brand founded in 1978 that is known for its denim clothing. It targets young, fun-loving consumers and uses premium pricing and provocative marketing campaigns centered around themes of rebellion and individuality. While denim sales remain strong, the brand faces competition from other casual fashion brands and risks losing relevance if it does not consistently engage customers through new campaigns.
This document summarizes Lay's marketing campaign in Pakistan to address concerns that the product contained pork fat. [1] Lay's conducted research and worked with certification organizations to prove the product is halal. [2] The campaign used TV, radio, and online ads featuring Junaid Jamshed to clarify the issue and reassure consumers. [3] Evaluation found the campaign successfully increased sales and restored consumer faith in the brand.
marketing mix in fritto lays and other similar productsprasad0509
The document provides information on the marketing mix strategies of Lay's and Balaji snacks. It discusses their products, pricing, placement, and promotion approaches. Lay's uses celebrity endorsements and a variety of flavors while Balaji focuses on Indian flavors at affordable prices. Both have been successful, though Lay's has lost some market share recently to smaller regional brands like Balaji that offer value and customization.
O documento discute a amargura e a importância do perdão. Ele apresenta exemplos bíblicos de pessoas que se tornaram amargas por não perdoarem, como Esaú, Saul e Judas. A amargura contamina a si mesmo e aos outros ao longo do tempo e nos afasta da graça de Deus. O documento também apresenta exemplos de pessoas que perdoaram, como José, Davi e Jesus, que pediu perdão para seus crucificadores.
Microsoft is a large software company that develops operating systems, productivity software, servers, and various online services. Their main products include Windows, Office, Xbox, Skype and Bing. They face competition from companies producing alternative operating systems, productivity suites, mobile platforms and internet services. To strengthen their position, Microsoft needs to focus on innovation in mobile devices, tablets, security and new markets, potentially through divesting their Windows business unit to reduce antitrust issues. They also need to ensure their platforms are competitive in the growing mobile and tablet sectors.
Lay's India used social media to build their brand community and engage consumers. Their 2011 campaign on Facebook, YouTube, and other platforms for Lay's Flavor World Cup contest had the objectives of reaching consumers, building brand affinity, and promoting participation. The plan involved maintaining a presence, sharing information and engaging consumers on these platforms. Key deliverables and insights included high community interactions from creative posts, activities, and cricket content, as well as opportunities to improve engagement through integrated content like videos.
Levi's is a popular jeans brand that offers a wide range of fits and styles. It sells products through major retailers and its own stores located in various cities. Levi's targets customers of all ages and sizes through promotions, advertisements, and magazine placements. While it faces competition from other denim brands, Levi's maintains a strong market position through its classic styles and widespread availability.
The document provides an overview of the Indian wafer snacks market. It discusses the market size of approximately Rs. 4,500-5,000 crores annually and growth rate of 30%. Major players include Frito-Lay, Bingo, Haldiram, and Balaji. Frito-Lay commands 45% market share. The document then analyzes the industry attractiveness using Porter's 5 forces model, finding the threat of new entrants and competitive rivalry to be moderate and high respectively. Finally, it summarizes the marketing strategies of leaders Frito-Lay and Bingo, and challenger Smart Chips.
Diesel is an Italian lifestyle brand founded in 1978 that is known for its denim clothing. It targets young, fun-loving consumers and uses premium pricing and provocative marketing campaigns centered around themes of rebellion and individuality. While denim sales remain strong, the brand faces competition from other casual fashion brands and risks losing relevance if it does not consistently engage customers through new campaigns.
This document summarizes Lay's marketing campaign in Pakistan to address concerns that the product contained pork fat. [1] Lay's conducted research and worked with certification organizations to prove the product is halal. [2] The campaign used TV, radio, and online ads featuring Junaid Jamshed to clarify the issue and reassure consumers. [3] Evaluation found the campaign successfully increased sales and restored consumer faith in the brand.
marketing mix in fritto lays and other similar productsprasad0509
The document provides information on the marketing mix strategies of Lay's and Balaji snacks. It discusses their products, pricing, placement, and promotion approaches. Lay's uses celebrity endorsements and a variety of flavors while Balaji focuses on Indian flavors at affordable prices. Both have been successful, though Lay's has lost some market share recently to smaller regional brands like Balaji that offer value and customization.
Pepsi developed a sales management strategy to increase revenue and customer satisfaction. They consider three main sales channels: traditional trade, modern trade, and on-premises. Pepsi uses indirect distribution and developed software called "Eagle Eye" to manage orders, deliveries, targets, and routes. Sales calls involve 10 steps like checking supplies, taking orders, and follow up. Pepsi divides territories geographically to provide intensive coverage, reduce turnover, evaluate performance, and manage expenses. They use qualitative and quantitative forecasting methods and set targets 22% higher than previous targets.
compative analisies of SKU of pepsico and coco-cola in patna marketNawnit Kumar
The document provides an introduction and overview of PepsiCo and the beverage industry in India. It discusses that marketing includes all activities like promotion, distribution, and advertising to meet consumer demand. The main objectives of the study are to compare PepsiCo's stock keeping units (SKU) with Coca-Cola and test the effectiveness of PepsiCo's distribution network. Key responsibilities include taking care of assigned accounts and persuading retailers to sell more PepsiCo products. The scope is limited to Patna city and understanding retailer satisfaction with PepsiCo's distribution network. Limitations include retailers reluctance to share information and lack of sufficient research experience.
The document acknowledges and thanks Allah, the author's guide Rizwan Khan, and friends for their support and guidance. It then provides an executive summary of a report on Pepsi's marketing mix (4Ps) of product, price, place, and promotion. The summary discusses Pepsi's history and products, how it prices and places its products, and its promotional activities like advertisements. It concludes that Pepsi is the number one beverage brand worldwide but needs to increase its variety of products and flavors to stay ahead of competitors like Coca-Cola.
Saint Joseph’s University - Haub School of BusinessDepartment of.docxagnesdcarey33086
Krispy Kreme's Canadian franchise KremeKo failed despite initial success. The franchise partnership with Krispy Kreme was flawed as they were not transparent about declining US sales and pushed an unsuccessful business model. Additionally, KremeKo grew too quickly without properly funding infrastructure. When Krispy Kreme fell into financial troubles, they abruptly terminated the entire KremeKo leadership without compensation, ending a five year project. The author learned important lessons about vetting partners, challenging franchisors, properly researching business models, thinking small initially, and having an emergency plan.
PepsiCo's mission is to be the world's premier consumer products company focused on convenient foods and beverages. It seeks to provide financial returns to investors while also providing opportunities for employees, partners, and communities. PepsiCo's responsibility is to continually improve the world through positive environmental, social, and economic impact. PepsiCo World Headquarters is located in Purchase, New York. It produces a variety of beverages and snacks and has operations around the world.
PepsiCo Corporation produces a strategic management report that analyzes the company's history, vision, mission, objectives, strategies, products, services, competition, and recommendations. The report is presented to a professor by a group of students and contains an executive summary and sections on SWOT analysis, financial forecasts, competitor profiles, and strategic recommendations and implementation plans.
PepsiCo Corporation produces a strategic management report that analyzes the company's history, vision, mission, objectives, strategies, products, services, competition, and recommendations. The report is presented to a professor by a group of students and contains an executive summary and sections on SWOT analysis, financial forecasts, competitor profiles, and strategic recommendations and implementation plans.
This document provides a marketing research report on Pepsi Cola by a group of students. It includes Pepsi's history, objectives, mission and vision statements. It analyzes Pepsi's marketing mix, strategies during Ramadan, product life cycle and position using the Boston Matrix. A SWOT analysis is also provided. The group recommends improving Pepsi's distribution channels and taste quality testing as well as customer relationships to address weaknesses.
This document is a marketing plan report submitted by four students for their Principles of Marketing course. It includes an executive summary, table of contents, and sections on Pepsi's product overview, marketing strategy, market segmentation, and analysis of the marketing environment. The report was submitted to their lecturer, Md. Safayet Mansoor, at Daffodil International University to fulfill an assignment requirement.
The report analyzes Varun Beverages Ltd.'s sales promotion strategies, distribution channels, and relationship with PepsiCo. It finds that Pepsi and Mountain Dew are the top-selling brands and recommends increasing sales of other brands through retailer incentives and promotions. The report also evaluates a display scheme and concludes PepsiCo should maintain inventory during peak seasons to avoid stockouts.
This document provides a summary of the history and operations of PepsiCo and Coca-Cola in India. It discusses how Pepsi was first created in the 1880s in North Carolina and trademarked in 1903. It also outlines PepsiCo's entry into India in 1989 and investments of over $1 billion. For Coca-Cola, it notes that the company produces concentrate which is sold to licensed bottlers worldwide to produce and distribute finished Coca-Cola products.
This document presents a report on a consumer decision analysis for the purchase of PEPSICO Refreshment beverages and an identification of problems with PEPSICO Visi Coolers in the Nainital District of Uttarakhand, India. The report discusses PEPSICO's business and brands, presents research methodology including data collection from 100 retailers and consumers in the target region, and provides findings. Key findings include that NIMBOOZ is a popular PEPSICO product, PEPSICO provides more schemes to retailers than Coca-Cola, and issues with timely distribution, cooler quality and availability, and a need for double door and deep fridge options.
case study on product life cycle of pepsianishaa95
Pepsi has progressed through five stages of its product life cycle: 1) Pre-launch when it was developed in the 1890s, 2) Introduction in 1902 when initial sales were made, 3) Growth from the 1930s-1970s when sales skyrocketed, 4) Maturity since the 1980s as it became a cash cow brand, and 5) Future Decline when sales are projected to fall. At each stage, Pepsi adapted its marketing strategies regarding product, price, place, promotion, and objectives. This case study demonstrates how anticipating industry changes and having strategies for each life cycle phase promotes proactive planning.
Pepsi was created in 1893 by Caleb Bradham in North Carolina under the name "Brad's Drink". It was later renamed Pepsi-Cola in 1898. Pepsi grew in popularity throughout the early 20th century as it was endorsed by celebrities and expanded its bottling and distribution operations. While Coca-Cola was offered opportunities to acquire Pepsi in the 1920s and 1930s, it declined each time. Today, PepsiCo is a global beverage company that generates over $1 billion annually from brands like Pepsi. Pepsi uses promotional activities like celebrity endorsements and advertising to market its products worldwide through a variety of distribution channels at competitive prices.
Disney Consumer Products (DCP) faced criticism over unhealthy food products. To address this, DCP shifted to focus on healthier options classified as main meals, sides, snacks, and drinks. DCP partnered with Imagination Farms and Kroger supermarket to develop and market fresh fruit and private label healthy food products under the Disney brand. DCP's strategy was to balance fun branding appeals to kids with nutritional guidelines by limiting sugars, fats, and portion sizes. This allowed DCP to maintain popularity while addressing criticism over contributions to childhood obesity.
PepsiCo believes that business performance is connected to its commitment to communities. It aims to continually improve the world through its operations. PepsiCo was founded in 1898 and sells convenient foods and beverages worldwide. It has a large market share in carbonated drinks and snacks. PepsiCo focuses on financial returns, employee growth, and acting with integrity. It uses strategies like acquisitions, R&D investments, and expanding in emerging markets to drive growth.
This document summarizes a summer training project report on PEPSICO Refreshment beverages and Visi Coolers in the Nainital District of India. Key findings include:
- NIMBOOZ is a very popular local juice competitor to PEPSICO brands in HALDWANI.
- PEPSICO provides more retailer schemes than Coco-Cola but distribution is sometimes untimely and visi-cooler purity needs improvement.
- Suggestions center around improving availability, communication, training, addressing manpower shortages, and motivating retailers and salespeople.
Procurement, Salesman, Logistics
HARRIS
Coordinator
ONG JIE EN
Finance Leader, Salesman, Inventory Controller
CHONG HAO FOONG Marketing Leader, Salesman, Social Media
Manager
TEOH ZHE KHAI
Operations Leader, Salesman, Inventory
Controller
YEW WING KEE
Product Development Leader, Salesman,
Procurement Assistant
TEY CHENG FERN
Secretary, Salesman, Inventory Controller
LUKE @ CHUNG HOW
Salesman, Logistics Coordinator, Inventory
CYONG
Controller
The job scopes were divided based on their strengths and abilities
This document provides details about a group project to run a charity drive event selling food and beverages. The group comprised of 8 members who chose to support Rumah KIDS, a nonprofit home for orphans. They sold items like ice cream puffs, popsicles, ice cream, and corn to raise funds. Competition included other student groups selling foods like sausages, waffles, and fruits. The group's products were packaged attractively and sold at an affordable price point near the student center over 4 days to generate donations for the charity.
This document describes the author's experience with recruitment agencies and how it led them to start their own executive search retainer agency called Retainment. The author discusses some of the shortcomings they observed at other agencies, such as recruiters not fully understanding the client briefs and promoting pre-selected candidates instead of finding the best fit. As a retainer agency, the author's agency aims to act as a temporary extension of the client team to better understand the client's values and ensure a strong personal fit between client and candidate. Their goal is to make the recruitment process more personalized.
This document discusses changes in distribution models and sales strategies in Russia. It notes that retail chains are growing rapidly and competing for better prices, taking margin away from both manufacturers and distributors. As a result, distribution models need to be adapted to the new market conditions. Specifically, manufacturers over $1 billion in sales are reducing the number of distributors and focusing on the strongest ones. Models like DSD, 3PD, and DS3 are discussed in terms of their control over shelves and cost to serve in this evolving landscape.
Pepsi developed a sales management strategy to increase revenue and customer satisfaction. They consider three main sales channels: traditional trade, modern trade, and on-premises. Pepsi uses indirect distribution and developed software called "Eagle Eye" to manage orders, deliveries, targets, and routes. Sales calls involve 10 steps like checking supplies, taking orders, and follow up. Pepsi divides territories geographically to provide intensive coverage, reduce turnover, evaluate performance, and manage expenses. They use qualitative and quantitative forecasting methods and set targets 22% higher than previous targets.
compative analisies of SKU of pepsico and coco-cola in patna marketNawnit Kumar
The document provides an introduction and overview of PepsiCo and the beverage industry in India. It discusses that marketing includes all activities like promotion, distribution, and advertising to meet consumer demand. The main objectives of the study are to compare PepsiCo's stock keeping units (SKU) with Coca-Cola and test the effectiveness of PepsiCo's distribution network. Key responsibilities include taking care of assigned accounts and persuading retailers to sell more PepsiCo products. The scope is limited to Patna city and understanding retailer satisfaction with PepsiCo's distribution network. Limitations include retailers reluctance to share information and lack of sufficient research experience.
The document acknowledges and thanks Allah, the author's guide Rizwan Khan, and friends for their support and guidance. It then provides an executive summary of a report on Pepsi's marketing mix (4Ps) of product, price, place, and promotion. The summary discusses Pepsi's history and products, how it prices and places its products, and its promotional activities like advertisements. It concludes that Pepsi is the number one beverage brand worldwide but needs to increase its variety of products and flavors to stay ahead of competitors like Coca-Cola.
Saint Joseph’s University - Haub School of BusinessDepartment of.docxagnesdcarey33086
Krispy Kreme's Canadian franchise KremeKo failed despite initial success. The franchise partnership with Krispy Kreme was flawed as they were not transparent about declining US sales and pushed an unsuccessful business model. Additionally, KremeKo grew too quickly without properly funding infrastructure. When Krispy Kreme fell into financial troubles, they abruptly terminated the entire KremeKo leadership without compensation, ending a five year project. The author learned important lessons about vetting partners, challenging franchisors, properly researching business models, thinking small initially, and having an emergency plan.
PepsiCo's mission is to be the world's premier consumer products company focused on convenient foods and beverages. It seeks to provide financial returns to investors while also providing opportunities for employees, partners, and communities. PepsiCo's responsibility is to continually improve the world through positive environmental, social, and economic impact. PepsiCo World Headquarters is located in Purchase, New York. It produces a variety of beverages and snacks and has operations around the world.
PepsiCo Corporation produces a strategic management report that analyzes the company's history, vision, mission, objectives, strategies, products, services, competition, and recommendations. The report is presented to a professor by a group of students and contains an executive summary and sections on SWOT analysis, financial forecasts, competitor profiles, and strategic recommendations and implementation plans.
PepsiCo Corporation produces a strategic management report that analyzes the company's history, vision, mission, objectives, strategies, products, services, competition, and recommendations. The report is presented to a professor by a group of students and contains an executive summary and sections on SWOT analysis, financial forecasts, competitor profiles, and strategic recommendations and implementation plans.
This document provides a marketing research report on Pepsi Cola by a group of students. It includes Pepsi's history, objectives, mission and vision statements. It analyzes Pepsi's marketing mix, strategies during Ramadan, product life cycle and position using the Boston Matrix. A SWOT analysis is also provided. The group recommends improving Pepsi's distribution channels and taste quality testing as well as customer relationships to address weaknesses.
This document is a marketing plan report submitted by four students for their Principles of Marketing course. It includes an executive summary, table of contents, and sections on Pepsi's product overview, marketing strategy, market segmentation, and analysis of the marketing environment. The report was submitted to their lecturer, Md. Safayet Mansoor, at Daffodil International University to fulfill an assignment requirement.
The report analyzes Varun Beverages Ltd.'s sales promotion strategies, distribution channels, and relationship with PepsiCo. It finds that Pepsi and Mountain Dew are the top-selling brands and recommends increasing sales of other brands through retailer incentives and promotions. The report also evaluates a display scheme and concludes PepsiCo should maintain inventory during peak seasons to avoid stockouts.
This document provides a summary of the history and operations of PepsiCo and Coca-Cola in India. It discusses how Pepsi was first created in the 1880s in North Carolina and trademarked in 1903. It also outlines PepsiCo's entry into India in 1989 and investments of over $1 billion. For Coca-Cola, it notes that the company produces concentrate which is sold to licensed bottlers worldwide to produce and distribute finished Coca-Cola products.
This document presents a report on a consumer decision analysis for the purchase of PEPSICO Refreshment beverages and an identification of problems with PEPSICO Visi Coolers in the Nainital District of Uttarakhand, India. The report discusses PEPSICO's business and brands, presents research methodology including data collection from 100 retailers and consumers in the target region, and provides findings. Key findings include that NIMBOOZ is a popular PEPSICO product, PEPSICO provides more schemes to retailers than Coca-Cola, and issues with timely distribution, cooler quality and availability, and a need for double door and deep fridge options.
case study on product life cycle of pepsianishaa95
Pepsi has progressed through five stages of its product life cycle: 1) Pre-launch when it was developed in the 1890s, 2) Introduction in 1902 when initial sales were made, 3) Growth from the 1930s-1970s when sales skyrocketed, 4) Maturity since the 1980s as it became a cash cow brand, and 5) Future Decline when sales are projected to fall. At each stage, Pepsi adapted its marketing strategies regarding product, price, place, promotion, and objectives. This case study demonstrates how anticipating industry changes and having strategies for each life cycle phase promotes proactive planning.
Pepsi was created in 1893 by Caleb Bradham in North Carolina under the name "Brad's Drink". It was later renamed Pepsi-Cola in 1898. Pepsi grew in popularity throughout the early 20th century as it was endorsed by celebrities and expanded its bottling and distribution operations. While Coca-Cola was offered opportunities to acquire Pepsi in the 1920s and 1930s, it declined each time. Today, PepsiCo is a global beverage company that generates over $1 billion annually from brands like Pepsi. Pepsi uses promotional activities like celebrity endorsements and advertising to market its products worldwide through a variety of distribution channels at competitive prices.
Disney Consumer Products (DCP) faced criticism over unhealthy food products. To address this, DCP shifted to focus on healthier options classified as main meals, sides, snacks, and drinks. DCP partnered with Imagination Farms and Kroger supermarket to develop and market fresh fruit and private label healthy food products under the Disney brand. DCP's strategy was to balance fun branding appeals to kids with nutritional guidelines by limiting sugars, fats, and portion sizes. This allowed DCP to maintain popularity while addressing criticism over contributions to childhood obesity.
PepsiCo believes that business performance is connected to its commitment to communities. It aims to continually improve the world through its operations. PepsiCo was founded in 1898 and sells convenient foods and beverages worldwide. It has a large market share in carbonated drinks and snacks. PepsiCo focuses on financial returns, employee growth, and acting with integrity. It uses strategies like acquisitions, R&D investments, and expanding in emerging markets to drive growth.
This document summarizes a summer training project report on PEPSICO Refreshment beverages and Visi Coolers in the Nainital District of India. Key findings include:
- NIMBOOZ is a very popular local juice competitor to PEPSICO brands in HALDWANI.
- PEPSICO provides more retailer schemes than Coco-Cola but distribution is sometimes untimely and visi-cooler purity needs improvement.
- Suggestions center around improving availability, communication, training, addressing manpower shortages, and motivating retailers and salespeople.
Procurement, Salesman, Logistics
HARRIS
Coordinator
ONG JIE EN
Finance Leader, Salesman, Inventory Controller
CHONG HAO FOONG Marketing Leader, Salesman, Social Media
Manager
TEOH ZHE KHAI
Operations Leader, Salesman, Inventory
Controller
YEW WING KEE
Product Development Leader, Salesman,
Procurement Assistant
TEY CHENG FERN
Secretary, Salesman, Inventory Controller
LUKE @ CHUNG HOW
Salesman, Logistics Coordinator, Inventory
CYONG
Controller
The job scopes were divided based on their strengths and abilities
This document provides details about a group project to run a charity drive event selling food and beverages. The group comprised of 8 members who chose to support Rumah KIDS, a nonprofit home for orphans. They sold items like ice cream puffs, popsicles, ice cream, and corn to raise funds. Competition included other student groups selling foods like sausages, waffles, and fruits. The group's products were packaged attractively and sold at an affordable price point near the student center over 4 days to generate donations for the charity.
This document describes the author's experience with recruitment agencies and how it led them to start their own executive search retainer agency called Retainment. The author discusses some of the shortcomings they observed at other agencies, such as recruiters not fully understanding the client briefs and promoting pre-selected candidates instead of finding the best fit. As a retainer agency, the author's agency aims to act as a temporary extension of the client team to better understand the client's values and ensure a strong personal fit between client and candidate. Their goal is to make the recruitment process more personalized.
This document discusses changes in distribution models and sales strategies in Russia. It notes that retail chains are growing rapidly and competing for better prices, taking margin away from both manufacturers and distributors. As a result, distribution models need to be adapted to the new market conditions. Specifically, manufacturers over $1 billion in sales are reducing the number of distributors and focusing on the strongest ones. Models like DSD, 3PD, and DS3 are discussed in terms of their control over shelves and cost to serve in this evolving landscape.
1. A Russian agro company launched a consumer brand in 2004 and expanded into 5 categories including grains, flour, and sugar.
2. By 2010, sales increased five times through expanding product lines and a "locomotive" branding strategy of first establishing brand awareness and trust in sugar before expanding into other categories.
3. The company optimized operations through lean manufacturing, packaging innovations, logistics improvements, and targeting sales volume goals to drive cost leadership in the markets.
This document discusses strategies for converting a distribution model from third-party distribution (3PD) to direct-store delivery (DS3) in Russia. Key points:
- In 2003, a company hired 500 sales representatives and converted operations from 3PD to the DS3 model to gain more control over margins and sales. This led to 40% annual sales growth over 3 years.
- The market has changed significantly since then, with retail chains growing and demanding better prices. Margin is shifting from manufacturers to retailers.
- The original DS3 model is no longer effective, as order sizes have decreased while delivery costs have increased.
- Mixed delivery teams with representatives selling multiple brands were implemented to reduce costs
The document discusses Danone's experience introducing a new business model in Russia in the 1990s. Key points:
- Danone purchased a confectionary plant and aimed to expand to 80 cities in 2 years, but existing distributor models did not support this goal.
- Danone developed a model where the distributor paid agents 3% of Danone's product turnover, with Danone covering additional salary costs. This incentivized distributors to promote Danone's products.
- Within 2 years, Danone's turnover doubled and the 3% covered full agent salaries with no additional investment needed. Strong processes were developed for agent management, resulting in 60,000 retail outlets and 40% revenue growth.
The document discusses a company's strategy to enter the commodity market for barley and malt. Some key points:
- The agro leader's strategic goal was to enter new commodity markets, including the $600M barley market which was in short supply and high margin.
- The company analyzed market segments like spot markets, seed programs, players like multinational companies, local brewers, and malthouses.
- It focused on contracting and supplying large brewers rather than small buyers due to risks. The company had to learn specifications and build relationships.
- Success required persuading management to change payment terms, re-equipping silos, and certifying facilities.
-
The document discusses how to select an executive search agency to find top managers. It recommends either selecting a single agency or letting multiple agencies compete for the job. Using an exclusive long-term retainer with an international agency that knows the local market and has no candidate restrictions provides the best chance of finding the right manager. The document provides contact information for Stanton Chase, an executive search firm operating in Russia since 2010.
Between 1992 and 2012, China's economy grew at an unprecedented rate, with its GDP increasing by over 10% annually for much of that period. This rapid growth transformed China into the world's second largest economy and led Chinese low-cost manufacturers, like PLM, to play a major role in global supply chains.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
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Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
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2. Entering new Company,
I often face a paradigm
Decisions were
determined on base
of logic and facts
I could see
another facts
And basing on the same logic
come to
another decisions
3. What is PepsiCo?
Pepsi’s mission is “we sell
soda”. Also Pepsi is a part
of Pepsico company.
While Pepsico mission is to
make money and investments.
It possesses a huge variety
of businesses all over the world.
Even shipping is among them.
In Russia, for example, Pizza-Hut
4. Separately all over the world
Lays and Pepsi-Cola are sold separately
by different companies all over the world
5. The same way in Russia, but…
There was a crisis in Russia in 1998
and many companies lost their sales
The sales of meat and bread were fine,
but all the extra-goods sales dropped
As the sales dropped the companies had
to reduce its staff
6. What did Lays do?
New-York HQ decided to give away
a part of the Lays business to Pepsi
and then after a period of 3 years make
the final decision — either Pepsi will
possesses all the Lays business or Lays
take it back
While in Moscow region Lays continued
its business operations, all the Russian
regions (the biggest part of the sales)
were transferred to Pepsi
7. So how did Lays give away regions?
They reduced staff, some
of the personnel trans-
ferred to Pepsi and Lays
business continued
Part of the time there
was a conversion period
and then started the
field work
…and Pepsi’s chips busi-
ness started to grow
and everything was fine
8. The “potato chips” crisis
Potato chips manufactures were located in Poland
A unique polish promo «money in a pack» blew
up the market and the manufacturing resources
were highly utilized
Most of the chips stocks were sold in Poland,
while the leftover exported to other countries
9. How did it influence Russia?
The market share dropped twice!
After the “potato chips” crisis both companies
(Lays in Moscow and Pepsi in regions)
started to get their market shares back
10. But the come back
wasn’t 100% successful
While Lays (Moscow region) reached
the same sales’ levels as it had got
before the “potato chips” crisis,
the Pepsi’s sales were a way too low
and nobody knew why
Both companies used the same
business operations and principles
as they had used before the crisis.
But only one of them was successful
11. The situation was getting worse
Lays couldn’t take the business back from Pepsi, because it lacked
its own business operations. While Pepsi understood that with
such poor results the Lays’ business would be taken away soon
12. There was no silver bullet
In such cases, when everything is done
according to the rules and procedures which
once have been successful and are success-
ful now (even with the other goods) — there
is not a single problem, which you can kill
with a “silver” bullet
13. In the same time at Pepsi…
— We need a volunteer
to get the $100M
business back on its tracks
14. That was a real challenge
So I had left Lays for Pepsi, where I become
responsible for all the chips operations
15. So what did I find?
Devil is in the details –
there was an urgent need
for a team work between
many business units
16. Those units were
1. Logistics
2. Stocks
3. HR
4. Distribution
5. Sales
6. Sales marketing
7. Procurement
17. Stocks
During the crisis Pepsi’s stocks had become empty
and chips were shipped directly to distributors
18. That led to stocks closing
Stocks were closed and there
was no place for the goods
19. In regions it looked like this
Distributors bought chips only once a month,
while soda was bought every day
Unstable shipment = permanent out of stock
Trucks with Pepsi-Cola were underloaded —
there was only 19,5 tons of water pallets
and the rest of the truck space was free
1
20. So I proposed the next approach*
*in the central region
Chips
We built a warehouse for the chips and loaded 500 kg
of them into each truck with Pepsi-Cola. That was
a usual one day of sales for a client
500 kg of chips19,5 tons of soda
21. That allowed us to save money
Because of the proposed approach
the chips shipment became free and
we invested the saved money into
the development . Everything was
achieved using existing resources only
22. Logistics
Planning managers receive a bonus when
there are no delays and out of stock cases
simultaneously
After the crisis in a case with a short supply
of chips Pepsi overestimated the demand.
The shipped goods weren’t sold and had to
be discarded
The managers had been fined and were
afraid to order more goods
23. Despite the former fines
By taking the responsibility for any consequences I was able to convince
the planning managers to order more goods when it was necessary
Due to my good understanding of the key distributors I was always able
to keep my promises
24. Procurement department
Lays had its own order processing system
and Pepsi had its own “making order”
principles — the business processes didn’t
meet each other and orders from Pepsi
were not always proceeded as needed
Due to my knowledge of the “Lays’ inside
kitchen” I was able to organize effective
cooperation
25. Distribution
Overestimated market demand led to
huge amount of leftover goods at stores,
which started to go bad
The wholesalers could not buy more
goods (they had got full stocks already)
So the leftover goods were sold with
a huge discount to the retail outlets
26. The stagnation was getting worse
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The wholesalers couldn’t sell their stocks to the retail
shops with a price higher than what Pepsi had offered
when it sold the leftover goods
Wholesalers’ goods expired and they didn’t order more
27. How did we fix it?
I hold several personal meetings with the biggest
wholesalers and assured them in a stable pricing
policy of Pepsi company
Then I coached Pepsi employees to make such
negotiations by themselves and they successfully
did that with the rest of the wholesalers
Thereby the problem of resumption of the
shipments to the wholesalers was solved
28. Sales
Pepsi goods are cheap and heavy
Distributors don’t move it from one
region in to another
At the shops the business is protected
with a cooler
29. How does a cooler help?
If you set up a cooler the shops will
always make orders. It means that
a cooler increases sales several times
You allow to put in the cooler only
those goods you sell
30. But it is different with the chips
Chips are cheap and lightweight goods
When a truck drives between cities with
a cargo of sunflower oil the chips are
moved for free, just putted on top of the oil
pallets with bottles
Retail shops don’t consider potato chips as
one of the most profitable goods to sale and
also you can’t protect your business (as a
supplier) with cooler
31. It’s easier for the others to enter the market
There are such distributors which
ship different kinds of chips, as it
is profitable and convenient for
the shop
32. The consequences were dreadful
After the chips crisis such distributors
won the competition with Pepsi
33. So I made a knight’s move
Russia has become the first country
with two distributors on the same
territory simultaneously
The first one delivered
water and chips
The other one —
only chips
34. How did we do that?
I hold several meetings with the biggest
distributors and developed negotiation
methodology for such cases
Then I coached Pepsi employees to make
such negotiations by themselves and they
successfully did that with the rest of the
distributors
35. How did we do that?
We built a model where Pepsi sold chips to some part of the retail
shops, while the other distributor (multi-chips) sold its goods to
the rest of the retail shops in region, but due to a signed contract
with Pepsi, that distributor promoted and sold Lays most of all
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Магазин
36. The model’s details
Pepsi signed a contract with a multi-
chips distributor and allowed to make
business on its own
At the retail outlets both distributors
sale goods with the same prices without
dumping
At the key points sales were performed
only by a Pepsi distributor
37. Sales marketing department
Such department did not exist before
There were trade marketing budgets
which accounted as a pure margin
every year, because they weren’t spent
I created trade marketing department,
where I deployed policies and prin-
ciples which fit the chips market
$
38. What were the final results?
In one year the Pepsi team successfully
took away the Lays business in Moscow
And still it sells the Lays products using
it is own resources
Nowadays Pepsi includes WimBilDan,
Lebedyan and many other brands
39. If told in numbers…
It was the first
successful sales
experience of the
non-water products
Central region market
increased by 50%
Regions market
increased by 25%
Chips market
increased by 15%
40. What happened to me after the case?
I was promoted to the next
challenging position inside
the Pepsi company while
my former post was given
to another Pepsi employee