Pepsico

IV. INTERNAL STRATEGIC EVALUATION—focus on one industry within the diversified corporation

A. Strategic condition of the Firm

1. Resources

i. Tangible

ii. Intagible

1. (Copy pics of all the top brands they have.)

2. Best Global Brands: Ranked 22nd in Best Global Brands by Interbrand (2013)

3. CoreBrand: Ranked 2nd on CoreBrand's list of Most Respected Companies (2014)

4. Fortune 500: Ranked 43rd on the Fortune 500 list (#1 in Food Consumer Products category) (2014)

2. Capabilities

iii. We continue to build capabilities to pursue growth opportunities in categories such as fruits and vegetables, whole grains, protein, sports nutrition and hydration.

iv. Throughout the past half-century, PepsiCo has made bold moves to reshape our portfolio, build new capabilities and invest in new geographies. I’d like to share with you four major trends and how we adapted in order to thrive.

5. Trend 1: The Growth of the Middle Class

6. Trend 2: The Evolution of the Retail Environment

7. Trend 3: The Acceleration of Consumer Focus on Health and Wellness

v. We transformed our operating model from a highly decentralized and local one to a judicious blend of global leverage and local execution.

3. Distinctive competencies

vi. We have a complementary food and beverage portfolio that enables us to provide more choices for our customers, and drives lower costs, productivity enhancements and new capabilities. Our products are available around the world and our portfolio includes 22 brands that each generates more than $1 billion in estimated annual retail sales.

vii. Pepsi’s Brand Elements are distinctive and the awareness is very high. It has an extensive distribution network. Promotional campaigns have also been innovative in the usage of social media like Facebook, twitter, and many other social media...