Innovation Pepse

http://pepsicoindia.co.in/brands.
aspx 3 Feb
Our goal is to nourish consumers with a range of products that deliver great taste, convenience and affordability, from simple treats to healthy offerings.
Foods
PepsiCos foods division Frito-Lay is the leader in the branded salty snack market. All its products are free of trans-fat and MSG. It manufactures Lays potato chips, Cheetos extruded snacks, Uncle Chipps and traditional snacks under the Kurkure and Lehar brands. The companys high-fibre breakfast cereal, Quaker Oats and low-fat and roasted snack options like Aliva increase the number of healthy choices available to consumers.
Aliva Cheetos Kurkure Lays Lehar Namkeen Quaker Oats Uncle Chipps
Beverages
PepsiCo Indias expansive portfolio includes iconic refreshment beverages Pepsi, 7UP, Nimbooz, Mirinda, Slice and Mountain Dew, in addition to low-calorie options such as Diet Pepsi, hydrating and nutritional beverages such as Aquafina drinking water, isotonic sports drink Gatorade and fruit juices such as Tropicana and Tropicana 100%.
7UP Aquafina Duke's Gatorade Mirinda Mountain Dew Nimbooz Pepsi Slice Tropicana
http://www.pepsico.com/PressRelease/PepsiCo-Opens-Food-and-Beverage-RD-Center-in-Shanghaito-Drive-Innovation-and-Gr11132012.html 3 Feb
PepsiCo Opens Food and Beverage R&D Center in Shanghai to Drive Innovation and Growth Across Asia
Expected to significantly increase pace of PepsiCo's innovation throughout the region Further strengthens PepsiCo's ability to develop locally relevant products by tailoring global brands to local tastes Supports PepsiCo's plan to drive growth in emerging and developing markets
SHANGHAI, Nov. 13, 2012 /PRNewswire/ -- PepsiCo, Inc. (NYSE: PEP) today announced the opening of a new food and beverage innovation center in Shanghai, China. The state-of-the-art facility, which is PepsiCo's largest research and development center outside of North America, will serve as a hub of new product, packaging and equipment innovation for PepsiCo's businesses throughout Asia. (Logo: http://photos.prnewswire.com/prnh/20120424/NY93895LOGO) The new facility is equipped with an advanced culinary center and test kitchens focused on developing and tailoring PepsiCo food and beverage brands for distinct, locally relevant taste preferences throughout the region. In addition, the facility will house a pilot manufacturing plant that will allow researchers to quickly test new product ideas and support efforts to significantly accelerate the pace of PepsiCo's innovation in China and other growing Asian markets.
It is one of PepsiCo's most integrated food and beverage R&D centers anywhere in the world, a combination that is designed to unlock new opportunities for breakthrough innovation across the company's diverse portfolio of complementary brands and enable greater speed and efficiency throughout the entire R&D process. The new Shanghai facility will also work collaboratively with other PepsiCo R&D locations around the world to share insights and best practices. "Innovation has always fueled PepsiCo's growth engine and enabled us to build a portfolio of great-tasting, convenient food and beverage brands that are loved by consumers around the globe," said Saad Abdul-Latif, CEO, PepsiCo Asia, Middle East & Africa. "The Shanghai facility is a game-changer for our business that we expect will fast forward our innovation throughout the entire region." "PepsiCo continues to build global research and development capabilities that are differentiating our brands in the marketplace and driving attractive new growth opportunities," said Mehmood Khan, executive vice president and chief scientific officer, PepsiCo. "This center will play an important role in our global R&D network by bringing cutting edge technology and innovation to our businesses in China and throughout Asia Pacific and partnering with other PepsiCo locations to achieve new breakthroughs in other parts of the world." The new R&D center was built in line with the criteria established by Leadership in Energy and Environmental Design (LEED), the world's leading green building standard, and uses advanced technologies and processes to conserve natural resources and reduce operating costs. The grand opening was attended today by Mr. Abdul-Latif, Dr. Khan, and other PepsiCo leaders. Mr. Huang Feng, Deputy Director General, Ministry of Commerce; Mr. Dai Hua,Vice Governor of Minhang District, Shanghai and other local officials and industry association senior representatives also attended. Mr. Dai said: "PepsiCo is one of the world's most successful food and beverage companies, and we're proud that they continue to grow and invest in China. Shanghai is a vibrant business center with a wealth of human capital, informational technology, and commerce that continues to attract great companies like PepsiCo. Multinational companies are playing an important role in Shanghai's continued development, and we look forward to having PepsiCo as part of the fabric of Shanghai for many years to come." Tailoring Global Brands for Local Tastes PepsiCo has a strong portfolio of global food and beverage brands that includes 22 brands that generate more than $1 billion each in annual retail sales. A key focus of the PepsiCo Asian R&D center will be tailoring these brands for regional consumer taste preferences and developing locally relevant new products. PepsiCo has developed and launched a number of locally relevant new products in Asian markets in recent years, including:
A series of popular new Lay's potato chip flavors, including the successful 'cool range' featuring cucumber and ice lemon tea flavors, as well as regional favorites such as hot and sour fish soup and seaweed. Local flavors have played a key role in making Lay's the world's largest food brand. Popular new flavors across the company's carbonated soft drink portfolio, such as sour plum and peach flavors of Mirinda, one of the world's largest flavored soft drink brands. Quaker Oats for Rice and Quaker Congees, made with whole grain oats and locally relevant ingredients like red dates, wolfberry and white fungus. These new items have helped drive Quaker's overall growth throughout the region, where it is quickly establishing itself as one of the largest cereal and nutrition brands. Popular juice offerings, such as Tropicana Pulp Sacs juice drinks sold throughout the region that were created to meet the flavor and texture preferences of Chinese and Asian consumers, and Tropicana CoCo Quench, a delicious new coconut water in the Philippines. Smith's Extra Crunchy, a popular line of Australia's top-selling chip brand that comes is a range of locally relevant flavors, including flame grilled steak and honey glazed ham. Quaker NutriGo, a powdered oat-based beverage in the Philippines that offers the nutritional benefits and great taste of Quaker Oats in a package that combines convenience and value for Filipino consumers. Driving Growth in Emerging Markets China and the Asia Pacific region are key components of PepsiCo's overall plan to drive growth in emerging and developing markets globally. PepsiCo nearly tripled its business in emerging and developing markets from $8 billion in annual net revenue in 2006 to $22 billion in 2011. The opening of the new R&D center and pilot manufacturing plant in Shanghai is the latest in a series of steps PepsiCo has taken to strengthen its business across Asia. During 2012, PepsiCo has:
Completed a strategic beverage alliance with Tingyi to create the number one liquid refreshment beverage system in China. Opened new beverage manufacturing plants in Kunming and Zhengzhou, China. The Tingyi-PepsiCo beverage system now has more than 70 manufacturing plants across China and provides consumers with several of the country's most popular beverage products, including: Pepsi-Cola, China's top-selling cola; Mirinda, China's top-selling flavored carbonated soft drink; Gatorade, one of China's topselling sports drinks; China's top-selling tea and water brands, sold under the Master Kong brand name; and China's largest juice portfolio.
Opened a new Frito-Lay manufacturing plant in Wuhan, China that is equipped with one of the most advanced potato chip production lines in the world and will support plans to fuel the expansion of PepsiCo's snacks business in China, where Lay's is the top-selling chip brand. Signed an agreement to form a strategic beverage alliance with Suntory in Vietnam, where PepsiCo is one of the leading liquid refreshment beverage companies. The alliance, which is subject to the completion of legal processes, is designed to combine the capabilities of both companies in ways that are mutually beneficial to their businesses, customers and consumers. Signed a distribution agreement with Diamond Star, one of the largest consumer packaged goods distributors in Myanmar, to distribute PepsiCo beverage brands in the market. About PepsiCo PepsiCo is a global food and beverage leader with net revenues of more than $65 billion and a product portfolio that includes 22 brands that generate more than $1 billion each in annual retail sales. Our main businesses Quaker, Tropicana, Gatorade, Frito-Lay and Pepsi-Cola make hundreds of enjoyable foods and beverages that are loved throughout the world. PepsiCo's people are united by our unique commitment to sustainable growth by investing in a healthier future for people and our planet, which we believe also means a more successful future for PepsiCo. We call this commitment Performance with Purpose: PepsiCo's promise to provide a wide range of foods and beverages for local tastes; to find innovative ways to minimize our impact on the environment by conserving energy and water and reducing packaging volume; to provide a great workplace for our associates; and to respect, support and invest in the local communities where we operate. For more information, please visit www.pepsico.com. Cautionary Statement Statements in this communication that are "forward-looking statements" are based on currently available information, operating plans and projections about future events and trends. Terminology such as "believe," "expect," "intend," "estimate," "project," "anticipate," "will" or similar statements or variations of such terms are intended to identify forward-looking statements, although not all forwardlooking statements contain such terms. Forward-looking statements inherently involve risks and uncertainties that could cause actual results to differ materially from those predicted in such forward-looking statements. Such risks and uncertainties include, but are not limited to: changes in demand for PepsiCo's products, as a result of changes in consumer preferences and tastes or otherwise; PepsiCo's ability to compete effectively; unfavorable economic conditions in the countries in which PepsiCo operates; damage to PepsiCo's reputation; PepsiCo's ability to grow its business in developing and emerging markets or unstable political conditions, civil unrest or other developments and risks in the countries where PepsiCo operates; trade consolidation or the loss of any key customer; changes in the legal and regulatory environment; PepsiCo's ability to build and sustain proper information technology infrastructure, successfully implement its ongoing business transformation initiative or outsource certain functions effectively; fluctuations in foreign exchange rates; increased costs, disruption of supply or shortages of raw materials and other supplies; disruption of PepsiCo's supply chain; climate change, or legal, regulatory or market measures to address climate change; PepsiCo's ability to hire or retain key employees or a highly skilled and diverse workforce; failure to successfully renew collective bargaining agreements or strikes or work stoppages; failure to successfully complete or integrate acquisitions and joint ventures into PepsiCo's existing operations; failure to successfully implement PepsiCo's global operating model; failure to realize anticipated benefits from our productivity plan; any downgrade of our credit ratings; and any infringement of or challenge to PepsiCo's intellectual property rights. For additional information on these and other factors that could cause PepsiCo's actual results to materially differ from those set forth herein, please see PepsiCo's filings with the SEC, including its most recent annual report on Form 10-K and subsequent reports on Forms 10-Q and 8-K. Investors are cautioned not to place undue reliance on any such forward-looking statements, which speak only as of the date they are made. PepsiCo undertakes no obligation to update any forward-looking statements, whether as a result of new information, future events or otherwise. SOURCE PepsiCo, Inc.
http://www.pepsico.com/Article/Feature-Interview-How-PepsiCo-is-Strengthening-its-Business-through-RD---FLEXNEW11262012.html 3 rd Feb
Feature Interview: How PepsiCo is Strengthening its Business through R&D - FLEXNEWS
Monday, November 26, 2012
PepsiCo recently opened its largest research and development facility outside the US in Shanghai, China. The new centre and pilot manufacturing plant is the latest in a series of steps PepsiCo has taken to strengthen its capabilities across Asia and other emerging markets. Asia is home to some of the worlds fastest growing food and beverage markets, making it increasingly critical for food and beverage companies to invest in innovation. PepsiCo - which reported 10 percent organic net revenue growth for its Asia, Middle East and Africa region in Q3 2012 - says its new facility will help to expand its portfolio of locally-relevant products, such as Quaker Congees with white fungus and Lays hot and sour fish soup flavour potato chips in China. FLEXNEWS spoke to Mehmood Khan, PepsiCos chief scientific officer, about the importance of the new facility and the companys R&D plans going forward. According to Khan, Asia is already an epicenter of innovation for PepsiCo. He says the addition of the new centre means PepsiCo will have a one-stop-shop for new product, packaging and equipment innovation in the region, which will unlock new growth opportunities across the companys portfolio. A big advantage of the new centre is speed. With food and beverage test kitchens, pilot production plants, and consumer taste-tasting facilities all under one roof, well be able to innovate faster than ever before significantly reducing the time it takes to turn new ideas from our chefs in our test kitchens into new products available to consumers on store shelves, he says. The new centre will also work in partnership with other PepsiCo R&D centers around the world, which Khan described as being, fully integrated as one single global network that allows us to leverage global scale while meeting local needs in each of our markets. PepsiCo has developed locally relevant products such as Kurkure, a leading snack brand created specifically for the India market, while also tailoring well-known global brands to local tastes. For example, its Lays brand has potato chip flavors ranging from cucumber in China, red caviar in Russia, seaweed in Thailand, magic masala in India, and salt and vinegar in Australia. Khan, who leads company-wide research and development for Pepsi, adds that its global R&D organization is focused on driving new innovation across all parts of its business. The company has built a diverse food and beverage portfolio that includes 22 brands generating more than USD 1 billion each in annual retail sales, according to Khan, who adds that the global snacks, beverages and nutrition categories are all growing above five percent annually. Present in over 200 countries and territories, PepsiCo is skilled at tailoring global brands to appeal to diverse consumer tastes and lifestyles and respect local cultures, Khan says. Health and Wellness Furthermore, innovation in connection with health and wellness has successfully driven growth for PepsiCo.
PepsiCo added Tropicana to its portfolio in 1998, and Gatorade and Quaker in 2001. In October 2010, PepsiCo formed its Global Nutrition Group to accelerate growth across its nutrition businesses, with a focus on fruits and vegetables, whole grains, dairy and sports nutrition. PepsiCo set a goal of tripling its annual revenues from nutritious and functional foods from approximately USD 10 billion in 2010 to USD 30 billion by 2020. Khan says PepsiCo is well-positioned to capitalize on growth opportunities in the health and wellness segment, adding that the company has already been successful in three key areas. Firstly, he says the company has increased the permissibility of its snack and beverage products, through reducing sodium and saturated fat, cooking them in heart healthy oils, using natural ingredients, and reducing sugar and calories, without sacrificing taste. As an example, Walkers has reduced sodium 25 to upwards of 55 percent in its products since 2005, all while maintaining its position as the UKs top-selling brand of crisps, Khan says. PepsiCo has also expanded its baked products and snacks and its zero calorie beverages, in line with consumer trends. According to Khan, half of its beverage sales in North America now come from low calorie beverages, active hydration beverages and juices. Lastly, PepsiCo has continued to build its nutrition business by developing new products across its health and wellness portfolio and expanding its offerings in growing categories such as dairy. In addition, PepsiCo opened its Fruit and Vegetable Innovation Center in Hamburg, Germany, earlier this year, which Khan says will accelerate the companys R&D efforts and help create a future pipeline of innovation for its nutrition brands. Sports Nutrition When it comes to sports nutrition, Khan says that PepsiCos Gatorade brand is focused on science-based innovations. Science is embedded in our brands DNA and it is a key driver of our long-term growth strategy of leveraging innovation to fuel more athletes across more athletic occasions, he says. He calls the Gatorade Sports Science Institute (GSSI), vital in unlocking science to advance sports nutrition like we have done so successfully for hydration. Scientists at GSSI will be studying athletes around the world, on and off the field, in order to ensure that Gatorade understands them and what fuels their performance, according to Khan. Dairy PepsiCo has also been active in dairy, a high growth category, for several years. Its still an emerging category in many parts of the world, and Khan says the company sees it as an attractive runway for innovation and growth. Were going to capitalize on opportunities in the dairy space by focusing on differentiated product offerings that meet unmet consumer demand in the marketplace, and our Muller Quaker Dairy joint venture in the U.S. is a great example of this, he says. Packaging Another big focal point of PepsiCos R&D efforts is packaging. Were focused on a wide range of packaging innovations that will help us to achieve multiple goals from promoting our brands, to providing convenience and portability to our consumers, to preserving and protecting the product, Khan says. Ultimately, PepsiCo innovates worldwide by listening to its consumers, according to Khan:"They consistently tell us they are looking for some very basic things: a wide range of product options, great-taste, convenience, and value. And we have teams of people all around the world working hard to meet these needs every day." http://www.flex-news-food.com/console/PageViewer.aspx?page=46197
http://articles.economictimes.indiatimes.com/2010-0929/news/27601846_1_low-cost-beverage-and-snacks-pepsicospokesman 3 feb PepsiCo seeks ad partner for energy drink & biscuit
Rajiv Banerjee & Ratna Bhushan, ET Bureau Sep 29, 2010, 12.10am IST
Tags:
Rediff| PepsiCo| Indra Nooyi| India
MUMBAI/ NEW DELHI: Beverage and snacks company PepsiCo's quest for carving a significant play in the non-aerated drinks space is gathering momentum. PepsiCo India earlier this month called leading advertising agencies for a pitch to launch a product in the biscuits category as well as for a low-cost fortified beverage. The two products, to be specifically created for India, are part of PepsiCo's innovation plank to introduce low cost, nutritional food products and drinks in the market. In an email response to the queries, a company spokesman confirmed that agencies have been asked to make a pitch. "Yes. We plan to partner with partners who can bring expertise in terms of understanding these specific and different needs." While the company spokesman confirmed PepsiCo's low-cost snack initiative under Project Asha, there's no response on the low-cost beverage product on the anvil. "The details of the low-cost snack option are being worked out. We will inform you once we are ready," he said.
Ads by Google
Long Term Stocks For 2013Exclusive List of Long Term Stocks To Own In 2013.
Get Free Copy Now!Equitymaster.com/Long-Term-Stocks Rakesh Jhunjhunwala StockBest in class mid-cap stocks No Need To Pay. It's Free!www.hbjcapital.in/
Two officials close to the development also confirmed to ET that the company has asked agencies to pitch for two products a biscuit brand and a low-cost energy beverage that PepsiCo is looking to launch in India. "Already, three rounds of presentations has happened between the company and agencies. Last week, agencies like Mudra and Rediff also made a pitch for the two products. One is a biscuit brand and another is a low-cost equivalent of its sports drink Gatorade that the company is looking to launch in India," one of the officials said. He added that the mandate for agencies is to start from scratch right from the brand name to the entire marketing and communications for the two products. "The final announcement on the agency who will handle the products will happen anytime soon," another official added. While the biggest chunk of PepsiCo's creative work is managed by its agency of many years, JWT, the company also works with BBDO on few brands like Nimbooz. The low-cost snack option is part of Project Asha announced by PepsiCo CEO Indra Nooyi in 2008, that looks to fulfill some of the under-nutrition gap of the Indian consumers. The planned launches in the two segments is part of PepsiCo's global mandate to look at non-aerated beverages, particularly the health and wellness space. In India, PepsiCo is working on the innovations plank under Geetu Verma who heads innovation for all foods and beverages. Also, the company is looking at innovative products, particularly fortified flavoured water, even under the PepsiCo-Tata Tea joint venture. The PepsiCo spokesman confirmed that the innovations planned under Project Asha are different from the innovation pipeline the company is looking to launch through its JV with Tata Tea. Sources further added that there's focus also on the rural market under Project Asha. "So even products like biscuits or an energy drink, though these are not meant for rural markets, could have a rural footprint," said sources.
http://www.businessweek.com/globalbiz/content/nov2010/gb2010119_231863.htm 3 Feb
PepsiCo and GE Are Innovating in India

By Navi Radjou and Jaideep Prabhu on November 09, 2010
Tweet Facebook LinkedIn Google Plus

0 Comments
Much has been written about how such multinationals as IBM (IBM) and General Motors are shifting more research and development work to emerging markets like India and China. Although most innovation currently sourced by multinationals from emerging markets primarily consists of new products or services, our research shows that some smart multinationals such as PepsiCo (PEP) and General Electric (GE) are using emerging markets to try out disruptive business models. These changes could radically transform the very essence of these firms and the way they do business globallynot just in India or China, but also in the U.S. and Europe.
The pilot efforts share two things. They are completely dependent on local partner networks for success and they strive to make high-quality products and services affordable to a large number of people in a sustainable fashion. We outline two cases we have studied: PepsiCo and GE Healthcare.
In March, PepsiCo Chief Executive Officer Indra Nooyi announced her vision of transforming the company from a traditional food and drink supplier to a wellness-solution provider. She is committing PepsiCo to make healthy food and beverages affordable and accessible to more consumers worldwide while simultaneously promoting economic and environmental sustainability. To deliver this commitment, Nooyi is radically shifting PepsiCo's business model by flipping the ratio between fun-for-you products (e.g., Pepsi drinks and Frito Lay chips) and good-for-you products (sold under brands such as Tropicana and Quaker). Specifically, Nooyi wants to increase good-for-you revenues to $30 billion by 2020, up from $10 billion today.
Nooyi is using emerging marketswhere packaged food consumption is still lowto pilot this new business model. She believes that consumers in emerging markets will jump onto the wellness wagon much faster
than consumers in U.S. or Europe, just as they leapfrogged into using cell phones. Much of the inspiration for constructing her vision came from India, a country facing widespread scarcity and a growing population. It is no surprise, in a way, that India is ground zero for testing PepsiCo's new business model of delivering greater value to more consumers, using fewer resources.
PepsiCo's Alliance with Tata Tea

Partnering is one area in which PepsiCo's India unit has proven especially adept. The company has a dynamic partner network made up of local R&D labs, government bodies, nongovernmental organizations, and universities to help identify new market needs and to design and deploy affordable and sustainable solutions that bring benefits to all stakeholders in PepsiCo's business ecosystem. In 2006, for instance, PepsiCo India and the Punjab Agricultural University co-developed a tractor-driven machine that enables direct seeding of rice (DSR)an eco-friendly technique that eliminates holding water for rice cultivation, reducing water use by 30 percent and cutting carbon emissions by 70 percent. After piloting DSR successfully in a few Indian states over the last three years, PepsiCo has partnered with the Indian Agricultural Research Institute to deploy this water-efficient rice farming technique nationwide. The company even plans to export DSR to other markets facing growing water scarcity.
PepsiCo forged an alliance in April with Tata Tea (part of the Tata Group, India's largest industrial conglomerate) to co-develop a range of healthy food and beverage products. Finally, PepsiCo is exploring ways to open its R&D labs and share some of its proprietary inventions (for, say, addressing iron deficiency) with other food companies in order to scale up the deployment and adoption of healthy solutions that tackle chronic malnutrition in emerging markets, especially among women and children.
Like PepsiCo, GE has expressed a commitment to help build healthy societies worldwide. Last year, GE announced Healthymaginationits vision of bringing better health to more people at less cost. Healthymagination is expected to draw on the capabilities of all GE businesses, including GE Healthcare, which sells technology-based solutions to healthcare providers. Healthymagination calls for radically new business models that rely heavily on partnerships to make health delivery affordable and accessible to more people, especially in emerging markets and the rural areas of developed nations.
In India, GE Healthcare has turned Healthymagination into a practical reality by building partner networks anchored in innovative business models that have been tried nowhere else. For instance, few hospitals in India can afford to set up molecular imaging centers for early detection of cancers. Setting up and maintaining a center is cumbersome and expensive. More important, such devices need a regular supply of a biomarker (glucose) called FDG, which is injected into patients before scanning in order to pinpoint diseased cells. Unfortunately, FDG has a very limited shelf life and needs to be used within hours after production, necessitating on-site production. That requires a medical cyclotron that can cost twice the cost of the scanner, consumes a lot of energy, needs radiation protection, and must be operated round the clock.
PepsiCo's Nooyi calls emerging markets such as India her company's "biggest learning labs," developing ways to deliver affordable and sustainable products and services to a large number of people. We couldn't agree more. It's time for multinationals to start leveraging emerging economies as a seeding ground for frugal and sustainable business models.
http://businesstoday.intoday.in/story/how-india-is-changing-pepsico/1/5073.html 3 rd Feb
How India is changing PepsiCo

Shamni Pande Edition: January 24, 2010
STORY TOOLS
Change font size Print this story E-Mail this story Comment
Not even many in the senior tiers of PepsiCo Inc. know of a quiet coup the Indian unit of the foods and beverages giant scored in December. At a meeting of the company's top executives at Purchase, New York, before they headed out for Christmas holidays, Indra Nooyi, Chairman and CEO, PepsiCo, placed a bright-coloured pack of tangy baked crackers on the table. The brand, Aliva, had been developed nearly 12,000 km away at Gurgaon and was crackling in the Indian snacks marketplace, since a summer launch, selling at Rs 12 a pack. "Why can't we do an Aliva, at a similar price, in our other top markets," Nooyi, 54, asked her key lieutenants of the latest product in PepsiCo's fast-growing global foods portfolio. India was the lead market in the company's sprawl for a product of the Aliva kind and the first from a new baked-snack business unit formed early in 2009.
In Q3, best growth for PepsiCo worldwide came from India Slew of indigenous products such as Aliva, Nimbooz, Kurkure launched Idea and technology of Nimbooz used to launch a Hibiscus-based drink in Egypt India is a low-costhigh-quality benchmark for other PepsiCo regions The company has turned its entry obligations into a strategic advantage
Nooyi's enthusiasm for Aliva has little to do with her years growing up in Madras (now Chennai), a city that relishes snacks from "thattai", a lentilbased spicy wafer, to "poli", a flattened bread with a jaggery-based filling, to "murukku", the salty, fried chickpea snack. It has roots in PepsiCo India shining the headlights for the $43-billion business she runs as it transforms from a sweetened, fizzy water company to one that sells healthier products (it is already ranked second behind Nestle SA by revenues among food and beverage makers in the world). For certain, the global foods industry for some years now has sought to offer customers locally relevant tastes, flavours and ingredients. But seldom have international corporations rustled up brands for their mature western markets that have been brewed in a regional outpost lab. The man heading the outpost, in this instanceSanjeev Chadha, Chairman, India regioncalls the phenomenon "the shifting centre of the universe". A decade ago, he says, companies leveraged global markets with existing brands and solutions; today they are turning to technologies, processes and even
products across the spectrum from various markets. "The flip is not difficult to foresee," he concludes. That inference lies in the series of successful products from India, a subsidiary halfway around the world for PepsiCo. In 2000, PepsiCo India, as the Gurgaon-headquartered Indian unit is called, developed Kurkure (the brand comes from the Hindi word for crunchy) from scratch to offer Indians a finger-food using rice, corn and lentil flour. Kurkure has gone on to become a blockbuster success with sales (it is a Rs 700-crore brand in India) rapidly tick-tocking to as far as West Asia. "There has been interest in the Pepsi eco-system for local variants of Kurkure from South Africa to the United Kingdom," says Gautham Mukkavilli, CEOIndia Foods and PresidentIndia region for PepsiCo. He expects that Quaker Oats (worth Rs 70 crore annual sales), introduced in end-2005, and Aliva, will be as big as Lays (the Pepsi flagship chips brand rakes in Rs 900 crore) and Kurkure eventually. Nimbooz, a packaged lemonade that uses no artificial flavours and fizz, launched in March 2009 is another hit from India. "We have already used the idea and technology of the product from India to launch Mirinda Karkedeh in Egypt which is a hibiscus-based drink," says Saad Abdul Latif, CEO of PepsiCo for the Asia, Middle East and Africa regions, adding that some of the other markets under his ward are, too, looking to introduce Nimbooz variants. Several other options are in the pipeline, which PepsiCo will not talk about for competitive reasons, prompting Nooyi to call her India offices "our biggest learning lab" (see interview on page 50). The obvious options are new flavours and pricing options for Lays, Kurkure and Aliva; already, Kurkure is available at Rs 2 for a 13-gm pack. "We have pilot-tested Kurkure as a chaat at some malls. The idea was to get chefs to offer a chaat that used our brand," says Deepika Warrier, Marketing Director (for Foods), PepsiCo India of the plate of savoury snacks often doused in curd and sweet syrup. T.S.R Murali, Executive Director Technology, PepsiCo India, or "Doc" as he is called in-house, embodies the ways new tastes are developed at the company's Gurgaon labs. For the latest flavour, "Lime and Masala Masti" of Lays, for instance, he looked at the ways consumers have potatoes at home. "The challenge is to offer a combination of popular familiar taste in an innovative, healthy manner," he says of his team's job. PepsiCo India's production lines, too, have tweaks that go beyond just saving costs. The company, for instance, retooled a line based on the Reading Bakery System, a popular biscuit baking machinery brand, by adding a seasoning tumbler on the salty snack line. Result: flexibility in adding any flavour on any baked base. "Typically, manufacturers tend to add the flavours and seasoning with the dough, but ours seeks to add this to the product" in its final stages, says Mukkavilli. The learning came from the chips-making line where the flavour is the last stage of the process. In beverages, PepsiCo India is "experimenting with ginger and mint as an ingredient" as also looking at sachets and dry concentrates as a delivery option that customers can use to make a drink, according to Geetu Verma, Executive Director InnovationsPepsiCo India. Erin Ashley Smith, a senior analyst tracking the consumer sector at Argus Research, US, thinks the strategy of distributed development makes sense. "I think there is opportunity to take products from international markets and expand them into the US or other markets," she said in an e-mail interview. Indeed, the tipping point might be right for Nooyi, a CEO unafraid of tackling change (she was the force at PepsiCo behind the $13.4 billion Quaker Oats buyout late in 2000), as she gets the multinational to taste an asyet tantalising concept: "disruptive innovations" trickling up from her smaller, regional posts to more mature markets. As more and more consumers turn to tap water, impacting soda sales in the slowdownplagued West, there is compelling logic in competitively-priced products such as Aliva to drive growth. "Just think about itthis would translate into roughly 25 cents...," says Chadha, PepsiCo's India Chairman. He should know: some
37 per cent of PepsiCo India's Rs 5,200 crore revenues (year to date until September 30, according to estimates) come from snacks and foods such as Kurkure and Alivaa contribution second only to PepsiCo's Walkers Snack Foods unit in the UK (outside of US). That chunky contribution has already likely helped PepsiCo India overtake Nestle India as No. 1 among Indian branded and processed foods and beverages companies (the foods portfolio of Hindustan Unilever and ITC lag behind). The verdict is not out on this but a Mumbai FMCG analyst reckons the only player, if any, ahead of PepsiCo is United Spirits. In allowing regions such a free will to create, acquire and launch new brands, Nooyi is seeking to sidestep a common problem that larger companies often tend to havetheir inability to take risks. "My biggest learning on foods has been from my biggest mistake," says Warrier, the marketing head, referring to a failed experiment of melding Lays chips with non-vegetarian flavours such as tandoori chicken in 1999. Hungry for Less For all other successes with locallydeveloped food products, PepsiCo India has the government here to thankat least, partlyfor being the envy of its peers. A condition that New Delhi set for the entry of the multinational into India in 1989 was that Pepsi (the name changed to PepsiCo in 2000) would operate through a joint venture with the Punjab government and export goods worth half its turnover for 10 years. For the company, then, exports came through farm produce. As a result, today, its strength in cultivation of potatoes and paddy is proving to be the lynchpin for its unique solutions from India that, in turn, are proving to be potential game changers globally. For instance, PepsiCo India is the country's largest corporate involved in potato contract farming and deals with 1,50,000 tonnes of the tuber worth about Rs 200 crore annually. After a series of successful initiatives around tomatoes, chillies, peanuts and rice, the company is now looking at oats cultivation possibilities in Indiaan effort that in the days ahead will feed its Quaker Oats portfolio. That self-reliance grew into Pepsi India's DNA in the years since 1989 even though growth has been more driven by beverages in a market underpenetrated by fizzy water. The Indian unit has helped develop technologies that enable what is called direct seeding of rice, which eliminates holding water for paddy cultivation, thereby saving 30 per cent of water used in rice farming. That effort, under a social responsibility initiative, would have covered about 6,000 acres of rice farms in 2009 and saved an estimated five billion kilolitres of water (see No Paddy Pool, Dec. 13 issue). Nearly two-fifths of energy used at its various PepsiCo India plants comes from renewable sources typically, bio-mass and wind turbines. It has set up a wind-mill in Tamil Nadu and plans two more for generating captive power for internal use. "These are breakthroughs and nowhere else has the organisation managed to turn water positive, the way it has done in India," says Chadha, who counts 2009 as the best year for PepsiCo's mainstay beverages business that expanded 40 per cent in volumes in the September 2009 quarter from the previous year. The thrift extends into foods as well. Today, PepsiCo India sets up potato chips capacity at about 80 per cent cost compared to that of western countries at the same levels of quality. Throughput of production lines has been enhanced by up to one-fifth at marginal investments through suggestions that came up from shopfloor workers. A snacks plant at Sankrail near Kolkata has turned to rice husk as feedstock for its energy needs reducing its dependence on petroleum by 75 per cent. The Indian consumer goods model of dependence on external distributorsbipolar compared to the traditional bottler model that cola companies earlier swore bytoo held out lessons for PepsiCo in other parts as well. "India has constantly provided solutions. When we started, we emulated Hindustan Lever's (now called Hindustan Unilever) distribution model involving the third party. This was something new to the organisation and was subsequently introduced in other Asian markets," says P.M. Sinha, the second head at Pepsi India. Mukkavilli, the foods head at PepsiCo India today, for instance, credits his early years in India for successfully implementing a third-party distribution structure in Vietnam when he moved there in
1998. Elsewhere in the PepsiCo empire, every little act of enterprise at the Indian unit is being carefully noted and recorded for future application: "We tend to normalise costs and benchmark them against India's P&L (profit and loss account). It has among the best cost efficiencies and there are many innovative solutions at every step of the manufacturing process to improve productivity and efficiency," says Latif, to whom Chadha and the India team report to. An information technology sales platform developed at PepsiCo India has been adopted in the parent's other Asian markets. Eat Healthy, Eat Merry PepsiCo's global board of directors meeting was recently held in India, which is testimony to the scorching pace the market has registered. The idea was to apprise the board members including Colgate Palmolive Chairman and CEO Ian Cook; Daniel Vasella, Chairman and CEO of Novartis AG; and Zurich Financial Services' CEO James Schiroof the rash of growth in market innovations that were stemming from this region and, perhaps, also setting the stage to the idea of sourcing brands from such markets. PepsiCo's increasing thrust on its India unit coincides with the parent's shift to healthier products tracking changing consumer choices and its losing cola battle globally to its arch-rival Coca-Cola. All through the last 15 years, PepsiCo, led by former CEOs Roger Enrico and Steve Reinemund (Nooyi took over in October 2006) was quick to build on the insight that consumers were opting for non-carbonated beverages. It established Aquafina and Gatorade that came along with the Quaker Oats acquistion in water and sports drinks as global leaders. In that sense, the footwork and body language have been consistent. PepsiCo has made no bones about its intention to keep diving deeper into nutritious and healthier choices, even by snapping up disparate businesses across different parts of the world: a joint venture with Almarai, the Gulf's largest dairy company to invest in dairy and juice processors, in 2009, followed by an agreement to buy out Amacoco in Brazil, the largest coconut water company. That intention is not swept under the carpet in India either. "We are open to mergers and acquisitions; but do not depend on this for our growth. Our portfolio and new launches offer us enormous opportunities," says Chadha. To be sure, India is among markets where the growth in carbonated drinks is rocketing. In fact, the growth story in beverages is that the company, despite trailing Coca-Cola in overall market shares, has actually outgrown the rival in volume percentage terms in each of the last three quartersnarrowing the gap between their beverage revenues (Coca Cola India's revenues was some Rs 4,000 crore in 2008.) "The fact is that India trails even Pakistan in per capita consumption of packaged beverages; hence there is a huge headroom for growth in the business," says Mukkavilli. Together with ambitions of moving its business more towards the "centre of the plate", that opportunity in its main business could well see PepsiCo top Rs 40,000 crore revenues in India by 2020, its 10-year aim. But, if all play by Nooyi's script for the Indian unit on the global stage, that will be the epilogue to the PepsiCo India story of the tail wagging the dog.
POST COMMENTS ON THE STORY
Name : place : E-mail :
Enter the Code Shown :

By: Pavan , Mumbai | Feb 5, 2010
Post Your Comment
Good story, crisp writing, clever headline. Nice read.

By: Firasath Ali Khan (fak2009@gmail.com), Hyderabad | Jan 31, 2010
Post Your Comment
PepsiCo has total disregard to the quality of its products. There are instances of PepsiCo products sealed well with house fly like foreign material. The Company is not willing to take note of these facts. It is important for the writer to bring out this kind of facts too instead of writing big articles alone conveying big about them.
http://pepsicoindia.co.in/media/fact-sheet.html 3 rd feb
Brand Facts
PepsiCo nourishes consumers with a range of products from tasty treats to healthy eats that deliver enjoyment, nutrition, convenience as well as affordability. Our brands stand for quality and are respected household names.
Beverages
PepsiCo Indias expansive beverage portfolio includes:
Iconic refreshment beverages: Pepsi, 7UP, Nimbooz, Mirinda, Mountain Dew, Low-calorie options: Diet Pepsi Hydrating and nutritional beverages: Aquafina (drinking water), Gatorade (isotonic sports drink) Fruit juices: Tropicana100% Juice-based drinks: Tropicana Nectars, Tropicana Twister, Slice Local brands: Lehar Evervess Soda, Dukes Lemonade, Mangola
Foods
PepsiCos food division, Frito-Lay, is the leader in the branded salty snack market. All Frito-Lay products are free of trans-fat and MSG. Frito-Lays core products are:
Lay's potato chips Kurkure Kurkure Desi Beats Uncle Chipps Cheetos extruded snacks (including Cheetos Whoosh made of whole grain and vegetables)
http://www.coca-colaindia.com/sustainability/innovation.html 3rd feb
Beverage Innovation
Coca-Cola India is one of the leading beverage companies in India offering great tasting, quality nonalcoholic beverages to consumers. Our brands in India include Coca-Cola, Fanta Orange, Fanta Apple, Limca, Sprite, Thums Up, Burn, Kinley, Maaza and Minute Maid Pulpy Orange juice drink, the Georgia Gold range of teas and coffees ,Fanta Fun Taste and Vitingo (a beverage fortified with micro-nutrients). Our aim is to offer a beverage for every lifestyle and occasion, where it also makes sense for our long-term business growth. We focus our resources on what consumers want today and anticipating what they will want tomorrow. From the added benefits of vitamins and minerals to new ingredients, sweeteners, tastes and innovations in package sizes, we are constantly challenging ourselves to identify high-quality additions to our portfolio.
Vitingo
Iron deficiency is widely prevalent in India with an estimated 69% children below 5 years being deficient in Iron. 72% pregnant women and nearly 70% young women are also reported to be Iron deficient. Food fortification and supplements are a solution to this problem. Coca-Cola India has developed a nutritional beverage option Vitingo - that can address the issues of Iron Deficiency and Iron Deficiency Anemia. Vitingo is a low cost beverage powder which contains five essential micronutrients Iron, Folic Acid, Vitamin A, Vitamin C and Zinc. In 2009 Coca-Cola India in partnership with the NGO, Bharat Integrated Social Welfare Agency (BISWA), launched a program to build awareness on micro-nutrient malnutrition (or Hidden Hunger) in the bottom of the socio-economic pyramid population in India. The two partners are working together to establish a successful income-generation model for the local communities and distribute Vitingo to the bottom-of-the-pyramid population in the state. (Gopaldas, 2002, Sheshadri, 1996 )
http://www.mairec.org/IJRFM/Feb2012/29.pdf 3 rd feb
COCA COLA IN INDIA: A STUDY ON PRODUCT PORTFOLIO AND DISTRIBUTION ADAPTATION

Prof. Ray Titus* Nagabhushana**
ABSTRACT
The research study was conducted to learn the localization strategy of global beverage company Coca Cola in terms of two of its marketing mix variables, namely, the product portfolio on offer and the distribution process. In the process detailed information was collected on products launched, sales and distribution practices followed by the company, the working style of the retail outlets that stocked and retailed Coca Cola products, and to a limited extent the psyche of the consumers. In addition the study also uncovered initiatives taken up by the top level management and the strategies they laid out to enhance the companys market share and sales turnover. This research was conducted with the help of questionnaires that tried to find the satisfaction levels of the retailers regarding the support they enjoyed in terms of the products and services offered by Hindustan Coca Cola company. In addition retailers were also queried on what more they expected from the company, and the response of consumers towards Coca Colas products. *Professor & Area Chairperson Marketing, Alliance University, School of Business, Bangalore, India **Research Associate Marketing, Alliance University, School of Business, Bangalore, India
IJRFM Volume 2, Issue 2 (February 2012) (ISSN 2231-5985)

International Journal of Research in Finance & Marketing http://www.mairec.org 361
LITERATURE REVIEW
There are research studies that document the transition of multinational companies into transnational companies that are highly responsive to stake holders concerns. In the past most of the multinational companies were focussed on trying to penetrate global markets with standardized products by calling it a global offer. In addition they also tried to reap the benefits of economies of scale and experience curve effects. Theodore Levitt (1984) proposed to multinational companies that they continue offering standardized products with the help of marketing strategies and not to design and sell customized or localised products. C.K Prahalad and Kenneth Lieberthal (2003) in their article The end of corporate
imperialism have felt that western multinational companies could have done better by understanding the distinctive environment of emerging countries like India and China. They argued that these firms have been imposing concepts, products, ideas developed for their home country in foreign markets. They charged that these multinational firms could have targeted a smaller segment of relatively affluent customers who are at par with western consumers in terms of purchasing power and lifestyle. Researchers have also explored the various benefits of localization that accrue to a localized brand such as larger brand equity, customer satisfaction, and customer and employee commitment to the product or brand, or to the company. Its been opined that localization strategies are very much required for value creation/addition, and hence it is termed as value-based localization instead of cost-based localization (Lalit M. Johri and Phallapa Petison, 2007). One of best theories on such localisation lines has been the integrationresponsiveness framework proposed by C.K Prahalad & Doz (1987) which has given great insight & recommendations for the MNCs in managing integration pressure from home country & local responsiveness pressure from host country. Research conducted by Dr. Ming-Chu Yu (2005) has concluded that MNCs can be classified based on the extent to which they are integrated with their head quarters and the degree of local responsiveness. The extremely integrated and highly local responsive MNCs come under Active subsidiaries category, subsidiaries with extreme local responsiveness and very less integration are named as Autonomous subsidiaries & extremely integrated, but very less local responsive are categorized as Respective subsidiaries. Bakker, B. A. (1977) has found that product standardization principle can be applied more in Business or Industrial Marketing than in targeting end consumer segments. Industrial customers being more rational,

International Journal of Research in Finance & Marketing http://www.mairec.org 362 knowledgeable, are prone to looking at more of a products functional properties rather than aesthetics. It has also been proposed that some companies can identify homogenous markets & target those similar markets and can manage without offering customized products (Subhash C. Jain, 1989). Inventory management, sourcing & supply chain complexities are some of the key issues which companies encounter when they take the path to customizing products for different markets. An inventory model has been developed at Hewlett-Packard (HP) Company which takes into consideration all the stages right from product design and development, then eventual customization, both operational activities & the entire supply chain. This study conducted by Hau Lee, Corey Bellington, and Brent Carter (1993) has shown the positive side of customization by exploring the benefits of innovative designs cashing in on localization concepts. The results at HP were found to be very promising.
HINDUSTAN COCA COLAS ADAPTATION STRATEGIES

For Coca-Cola company Indian market has been promising and overwhelming. India has become an important part of their growth story by contributing 13% of total volume of the Eurasia and Africa Group. The performance of Indian subsidiary has shown consistent growth since past 19 quarters and there was 9% growth of unit case volume during JanuaryMarch of this year. At present India is among top 10 growth markets and chairman and CEO of The Coca-Cola Company Muhtar Kent is confident of India entering its top 5 markets in a span of five years.
MARKETING MIX & PRODUCT PORTFOLIO

The Marketing mix of any company presented as value proposition to consumers plays an important role in its performance. The mix needs to be strategic, dynamic, and sensitive to the changed taste and preferences of consumers. This in turn is in response to demographical,
geographical, and psychological factors, as well as government regulations and other global market forces. In the global marketplace that sees severe competition, it is very important for the companies to offer great variety (portfolio) of products with high quality, and which are produced cost effectively. In the process global firms should be able to improve the relationship they build with all the stake holders, resulting in sustainable growth with better financial performance and enhanced brand equity.

PRODUCT PORTFOLIO
Coca-Cola India offers a comprehensive range of beverages. They include Coca-Cola, Diet Coke, Thums Up, Fanta, Limca, Sprite, Maaza, Maaza Milky Delite, Minute Maid Pulpy Orange, Minute Maid Nimbu Fresh, Minute Maid Mixed Fruit, Minute Maid Apple, Georgia, Georgia Gold, Kinley, Kinley Club Soda and Burn. Some of the recent product launches that have added to the companys product portfolio have been launch of Fanta Fun Times, and Nimbu Fresh. In addition in course of exploring new horizons, product range widening and brand extension in India, Coca-Cola has re-entered the Rs 300 crore branded powdered ready-to-drink market. As a part of the companys penetration strategy and understanding the affordability of middle class consumers, Coca Cola has chosen the Rs. 5 price point aiming at mass consumers. The objective is to eat into the market share of the category leader Rasna. Rasna claims to hold 93% market share in the Indian powdered soft drink market. Before the launch, Coca Cola intends to conduct market testing of the product before getting into pan-India launch. The fact is, India is the only market where the company is entering into the concentrate category under the brand Fanta. Also it is the only fifth market where a powdered offering of any of its brands is being made available. Coca-Cola has powdered beverage brands like Eight O' Clock juice and juice drink in Philippines, the Sunfill brand in Hong Kong, Kenya and the US. Through such launches Coca-Cola India intends to target the consumer segment at the bottom of the socio-economic pyramid and accordingly the above mentioned price point of Rs 5 is fixed. In line with these factors the retailers selected for the new product are traditional FMCG outlets/kirana stores without refrigeration facility.
NEW PULP-BASED PRODUCTS UNDER THE BRAND NAME OF MINUTE MAID

Taking advantage of 2011 summer season, the global beverage giant is making preparations in advance to compete in the pure juices market dominated by its competitors PepsiCo with its brand Tropicana, and Dabur with its Real brand. The company intends to enter the market by coming up with market offerings which include three variants of Minute Maid juices namely, orange, apple and grape. The current fruit-based juice brands, the mango juice-based drink Maaza and Minute Maid are not pure juices. This is also a part of Hindustan Coca Colas strategy to widen its healthy drinks portfolio, due to increasing number of health conscious customers. This pulp-based segment is growing annually at 20% in India and has

International Journal of Research in Finance & Marketing http://www.mairec.org 364 in the past given promising results for the existing players. Also this launch in addition to recently launched Minute Maid Nimbu Fresh and Pulpy Orange is intended to ensure strong presence and competitive advantage in the high potential health segment. The 100% juice category product being premium requires that the company adopt a different strategy. And key to this is managing distribution well. So as to make the product available to
premium customers Coca-Cola India is collaborating with Big Bazaar, the countrys top retailer. Also at the start as par of their strategy, Coca-Cola Company is targeting other such organized retailers. The products are priced at Rs. 85 for a litre and Rs. 20 for a 200 ml pack. In Indian the Rs. 700 crore juice markets can be separated into two categories, the first being the 100% (pure) and sweetened juice which has Daburs Real taking half of the market share and PepsiCo's Tropicana brand retaining about 35% of this market share. The second category consists of nectars that arent pure juices, and gain PepsiCo dominates this category with its brands.
THE LAUNCH OF NIMBU FRESH

Coca-Cola India has launched lemon juice-based drink, under the umbrella of Minute Maid juice brand. The new Minute Maid Nimbu Fresh is made available in twin-sized packs. The 400 ml PET pack is priced at Rs.15 and the one litre PET at Rs. 40. The company claims the Minute Maid Nimbu Fresh, is made out of fresh lemon juice concentrate. It seems that Cocacola has introduced this product to compete against Pepsi brand Nimbooz under 7UP brand umbrella. Nimbooz with tag line Ekdam Asli Indian has positioned itself as an Indian lemon drink. Initial reports seem to suggest that Nimboo Fresh from Coca Cola has failed to succeed in the market due to its taste. This could also be because of Nimbooz products first mover advantage. The lime drink is one in the beverage segment where in the customers would not be willing to spend around Rs15-20 for 500ml of the drink, and even if they do they would want it to taste good and quench their thirst which the current lime drinks brands have failed to do. A survey of customers in various regions of the southern India shows that 90% of them did not like its taste, 5% of them were not aware of the product and the rest 5% were not willing to purchase a drink which can be conveniently made at their own homes and can be customized according to their own tastes. Sales of the the lime brand has not been encouraging for Coca Cola. Nimbu Fresh was given for free (as Trade Load) to the retailers on purchase of two cases of RGB (300ml) or one case

International Journal of Research in Finance & Marketing http://www.mairec.org 365 of the CSD pet bottles of Coke. Turns out that the retailers were not willing to buy or even accept Nimbu Fresh as a trade incentive as the product was not moving and it was just taking space in their refrigerators. Learning from this debacle, Coca Cola has realized the potential of large number of small buyers. In the process they have introduced the new 200ml variant of Nimbu Fresh at Rs 5 targeting the semi-urban, semi-rural, students, citizens in lower income and the rural crowd which is actually a very huge market in a country like India. The target market is such place is more than 50% of the whole population of the country. So, if the strategy succeeds the product will do well and the sales should pick up within no time is what the company surmises.
LAUNCH OF MILKY DELITE AND ENTRY INTO THE DAIRY SEGMENT

Considering local taste preferences Coca-Cola has further diversified its portfolio through Maaza brand extension. It has launched Maaza Milky Delite, which is a blend of mango & milk. Coca-Cola India has especially developed this product for the Indian consumers in its Research & Development Laboratory at Gurgaon. The product is available in 200ml tetra slim pack and reasonably priced at Rs 15. Re-entry Strategy. During the re-entry of Coca-Cola in 1993, it had acquired soft drink brands like Thums up, Goldspot, Limca, Maaza, Bisleri soda from its creator Parle. This was intended to get existing strong customer base & brand image in the Indian market. Price Points
The companys consumer pricing strategy uses competitors pricing as base in addition to considering the targeted consumer segments and quantity per unit. The company has a different pricing strategy for different channel partners. The company offers credit facility to very few institutional customers. The above mentioned product launch examples gives some insight about the product specific pricing strategies. Retail & Distribution The Coca-Cola Company in India is governed from its corporate office located at Ghaziabad. This office manages the working of five zones covering whole of India. The different and segregated zones are: 1. Northern zone, 2. Eastern zone,

International Journal of Research in Finance & Marketing http://www.mairec.org 366 3. Western zone, 4. Southern zone & 5. Andhra Pradesh zone. These zones are divided into various plants and offices which govern the area assigned to them. The areas are the various distribution centres consisting of Distributors and Carry & Forward agents. Further down the distribution chain comes, the retailers/customer for the company's product. They receive goods from distributors and C&F agents. Finally consumer is the buyer accessing the product from the retail shops or having them delivered to their homes. The Coca-Cola Company typically has its reach taking its products to billions of people all around the world using wide distribution networks. In India, the pace and speed at which Coca-Cola has widened its business is truly amazing. Distribution network remains the biggest strength of the company.
TRADE PROMOTION
As a part of pull strategy and also due to intense competition, Coca Cola spends billions of rupees on advertisements. This part of marketing communication plays a very crucial and vital role in the current situation in India. Looking at the competition and promotion and advertising budget of both the companies Coca cola and Pepsi, one can easily estimate the importance of marketing communication via mass media. The promotion mix of Coca-Cola is divided into top line promotion and below the line promotion Top line promotions includes, the promotional activities intended towards mass consumers using mass media. These are designed and executed by the company's corporate office at Gurgaon and their office at Mumbai. TV Ads, design of banners, and other mega event (like world cup cricket match and other) sponsorship initiatives taken up by the company simultaneously all around India with no difference in designs or execution fall in this category. Below the line promotion includes the promotion schemes, publicity material, Point of Sale display done by the company from zonal, plant, sales manager and area sales manager level. At the sales manager and area sales manager level promotion is done exclusively for the cities in their respective areas. These activities can be categorized under sales promotions.

International Journal of Research in Finance & Marketing http://www.mairec.org 367 In order to add local flavor in its advertisements and promotional activities, Coca Cola has collaborated with established Stars and Programmers (Stars include Daler Mehndi). Coca-
Cola also connected with movies such as Taal and Dil Ka Rishta. The company has understood the importance of festivals in the Indian Culture and has taken lot of initiatives in this regard. Coca-Cola has an enduring affiliation with cricket which is the most beloved game for Indians. Thanda Matlab Coca-Cola is one of the most remembered tag line in its advertisements. Hindi being the national language and the most spoken language in the country, most of the companys advertisements are broadcasted in Hindi language.
DISTRIBUTION SYSTEM IN INDIA

The routes formulated by HCCBPL (Hindustan Coca Cola Beverages Pvt. Ltd. (India) for distribution of products are as follows: Key Accounts: These key institutional customers contribute a large piece of the total sales of the Company. It mainly consists of organizations that buy large quantities of a product in one single transaction. Because of their volumes and bargaining power the Company offers one month or 15 days credit. They include Defence canteens, Clubs, fine dine restaurants, hotels, Corporate houses etc. Future Consumption: The segment consists of outlets of Coca-Cola products holding decent amount of stock meant for future consumption. This is done to ensure the product is available all time. They include Food courts, Departmental stores, Super markets etc. Immediate Consumption: Stocks need to be replenished on daily basis for immediate consumption form retail stores. The stocks of products in these outlets are sold on the same day and very few bottles may be left for next day such outlets include retailers, canteens of educational institutions, small sized bars and restaurants, and unorganized retailers. General: In this route a few but specific areas are grouped and served in one go. These include remote areas, rural places, and hill stations with less density of populations. Distribution Modes Direct distribution: In this mode, the bottling unit or the bottler partner manages sales, delivery, and merchandising and local account management at the store level. Indirect distribution: In this mode of distribution, an organization which is not part of the structured network manages the sale of products. The Coca-Cola distribution system manages one or more of the distribution functions (Sales, delivery, merchandising and local account management)

International Journal of Research in Finance & Marketing http://www.mairec.org 368 Merchandising: Merchandising is essential to communicate to the consumer at the point of purchase. The goal is to convey product benefit, value and quality. Sales people and delivery personnel both take the additional responsibility of merchandising. If required special teams are sent to specifically merchandise our products. In the process of exploring Indian rural market the Coca-Cola has come out with eco-friendly cooler eKOCool' operating through solar energy. Limited hours power supply in rural areas is one of the most important factor for not offering chilled soft drink products to consumers in rural areas. To address the issue Coca-Cola India came out with this innovation using a renewable energy resource. eKOCool' can store two crates having 48 glass bottles of 300 ml each. Apart from this it can light up the store and charge mobile. This has given Coca-cola India a competitive advantage to penetrate into remote rural areas. The results are promising, a test market done by placing 20 eKOCool' coolers in a rural area near Agra (Uttar Pradesh State) has given sales jump of nearly 5 times. The company is planning to use similar concept in urban areas by placing environmental friendly vending machines operated by solar energy. The growing green concerns and rising electricity bills in urban areas is demanding such concepts.
PROFILE OF RESEARCH STUDY

It is indeed not an easy task for a marketer to get his value proposition right the first time
around when enters an international market and targets a new set of customers. Coca Cola too faced this test when it entered India. The two most difficult of marketing mix variables to mange were the product portfolio and distribution. Appealing to Indian palates meant modifying existing products and adding and subtracting form existing portfolio. Taking the product to the consumers and achieving last mile connectivity through channel partner networks also wasnt easy. This Research work was intended to plug the gap in the understanding of how a beverage major navigated the Indian markets successfully with a product portfolio and a built-up distribution muscle. The work was focused in mapping how Coca Cola executes its daily distribution scheme and also the mistakes it made with its product portfolio were rectified after hitting the Indian market. Research Methodology: This study was conducted using descriptive research using the survey method of collecting cross sectional data and also by engaging in exploratory depth interview.

International Journal of Research in Finance & Marketing http://www.mairec.org 369 The sources of data are Primary data was collected from channel partners and customers. Secondary data was collected from sales data of the company and websites The sampling method followed was Retail shops- it is simple random sampling for retail shops Customers- Non Probability convenient sampling for customers Research Instruments used Structured questionnaire both open ended and close ended was used for surveys. Depth interview was conducted with some of the sales force, channel partners, and retailers. Method of data collection Personal and online Observations The market response for the juice and juice drink category is very good. Also it was observed that these health conscious customers are willing to pay premium price for better product and quality. The non-alcoholic ready-to-drink (NARTD) beverages market in India is extremely competitive and soft drink majors like Pepsi and Coca Cola use all probable techniques of distribution and sales promotion to enhance customer growth. The studys observation towards products launched by Coca Cola, its communications, and channel strategy and vendor management has confirmed that the company is highly responsive to local requirements. It has been noticed during the study that the product knowledge, attitude, and responsiveness of sales force is very good. As a result of this the relation ship between sales force and retailers is very good. It was also noted that the distribution system comprising of a multi channel helps goods reaching remote areas & increase the market share of the company.
ANALYSIS & FINDINGS

Inputs collected from the market and sales force confirms that a large majority of the retail outlets serviced by Coca-Cola India stock up almost all the Brands of Coca-Cola like Thums up, Sprite, Maaza, Minute Maid- Orange & Lime etc. This also reveals that the distribution process followed by Coca-Cola is strong in most of the regions. The data collected substantiates that Coca Cola is the most fast moving brand in their product portfolio. The study gives some facts about the sales figures. On an average, Coca-Cola sells over 40 cases (all Brands) of stock per week. This proves that Coca-Cola has consistent sales every

International Journal of Research in Finance & Marketing
http://www.mairec.org 370 month & is able to supply as per the requirement of channel partners. In the data about replenishment, it was seen that majority of the outlets replenishment cycle is over 60%; this clearly states that the outlets order twice a week in their course of business. This also illustrates that the sale of Coca-Cola is very good over regions. The information collected again proves that majority of the outlets on a weekly twice basis buy over 3 cases of each brand of Coca-Cola. This is due to the increasing response of the consumers who buy CocaCola & which in turn increases the sales of the company. This then allows the retailers to buy & stock up products of Coca-Cola so as to not run out of a stock-out situation. A stock out situation is when the company does not have stock with them & fail to supply to the outlets, in turn the outlets run out of stock of Coca-Cola products thus denying consumers. The findings show that, during stock out situations the outlets prefer to buy from the undersale market. These are their next closest option, when the market developer does not respond properly to the order, or when the system is not in position to meet the requirement due to any reason. The study shows that 94 % of the outlets receive their stock from the company within 24 hours and balance 6% of the outlets, receive stock in 48 hours. This also presents a clear picture that the distribution of Coca-Cola has a strong network & can deliver stock the very next day the order is placed (in almost every situation). It is very evident from the inputs received that the service delivery of the company is very satisfactory which is interpreted at almost 80% of high levels of satisfaction. Many of the outlets claimed that because of the service delivery process being good, they were able to maintain the required stock levels in order to meet the customer demands. The inputs collected also makes it evident that the sales force behaviour is rated well by 80% of the owners of the outlets. The good quality of the company personnel makes it easy for the owners to interact with the personnel in an effective manner. This also helps the company in grabbing more orders from the outlet. The overall distribution has been consistent & also appreciated by almost all the owners of retail outlets. This makes the company gain a larger portion of share within its vicinity and cut out the competition which in turn helps in gaining a larger market share. Coca-Cola looks to maintaining this rate of distribution & must also keep improving for better results. It is also clearly seen from the collected data that majority of the consumption takes place at parties & half of it at house functions. The study reveals that the monthly consumption per

International Journal of Research in Finance & Marketing http://www.mairec.org 371 person is between 4-6 PET bottles which give the company a clear picture that majority of them consume at least two bottles per week which is a good sign for the Coca-Cola as a brand to increase its portion of share in the market. The study finds that majority of the customers are aware of most of the brands Coca-Cola has and are also well educated of its position in the market. The huge amount of brand awareness by all the consumers helps Coca-Cola in easily establishing a Sprit Share of the brand in them. This helps Coca-Cola introduce more & better brand into the market which are sure of success. This also shows the effort the company puts in establishing a great amount of awareness for their products (through advertisements etc). The most favourite brand amongst all the respondents was Thums Up. This shows that Thums Up is more liked and consumed in large quantum than any other brand . This helps the company increases revenue and also increases the market share of Coca-Cola which can cut out competition. But ironically this again turns out to be a threat for the company as it proves to be a competition to one of its own brand, Coke (another cola drink produced by Coca-
Cola). According to the study majority of the consumption happens at restaurants. This gives us a clear picture that Coca-Cola is been able to capture market share at these outlets and provide enough stock to cater to the needs of consumers. As per the study Coca-Cola is always available to its consumers at all points of time without the hitch of stock-outs. The survey shows that majority of the consumers always get their choice of cola drink. This also proves to us that Coca-Cola is got a good distribution network that can cater to any geographical territory, which helps in maintaining full stock of its products at all times and also proves that Coca-Cola has a good response from the consumer market. The study shows that, in case consumers do not get Coca-Cola they always look for an alternative i.e. Pepsi. So Coca-Cola in order to provide cut throat competition must always make sure that they never run out of a stock out situation in the market which gives way for its competitor to capture the market. The research reveals that majority of the earnings for Coca-Cola comes from the 300 ml RGB (Returnable Glass Bottles) bottles and 500ml PET bottles. So Coca-Cola doesnt need to concentrate much on this category but at the same time they should also not neglect it. Coca-Cola can have promotional campaigns for its 330 ml cans which are the least in the running in the market and even for the new 1litre PET bottles by introducing new offers as to improve its sales.

International Journal of Research in Finance & Marketing http://www.mairec.org 372 The survey authenticates that majority of the customers are consuming soft drinks with their friends. This can be a good opportunity for Coca-Cola; if a network of friends turn consumers of Coke there are chances of loyalty amongst this network. Coca-Cola can always advantage of this by providing friends offer i.e. a twin pack for a lesser price which can help increase sales & increase turnover. Study findings have also shown that Hindustan Coca-Colas overall product portfolio is well accepted in market. There is lot of scope for the company to extend its product line and width. The current distribution network is designed very scientifically based on the daily execution reports received. The study elucidates the advantages of the execution concept of Coca Cola. The concept has helped both sales team and retailers to become more systematic, professional and productive. Retailers are more comfortable working with Coca Cola sales team. Because of which the sales force is able to push retailers for more business. The study reveals that channel partners have slight greviances with Hindustan Coca Colas efforts in taking their product portfolio to target customers. The company should take sincere efforts to boost the sales of non performing brands. Other major findings Theres been no shortage of supply as the supply and demand for the products are well balanced. Retailers did not prefer fridge packs (1L, 1.25L, 1.5L and 2L) a lot, as its sale was not encouraging. It was so found that 330ml cans were least purchased by the retailers as it never had a huge demand in the market Coke was less preferred by the retailers as it did not have a good demand in the market (consumer) as compared to Thums Up. Certain products of Coca-Cola sell themselves in the market like Thums up, Sprite and Maaza unlike certain either products which have to be pushed into the market like Coke, MMNF (Minute Maid Nimbu Fresh), Fridge packs etc..
There was always a problem with the purity of the coolers i.e., the retailer never provided 100% stocking of the companys products in the cooler and would have water packets or products of other brands like Pepsi, RC Cola, etc..

International Journal of Research in Finance & Marketing http://www.mairec.org 373 Few retailers agreed to buy products of Coca-Cola only if they were provided with more discounts or credit payment facility, which the company does not follow/allow for all the outlets (they do have certain discounted outlets). At times company official get calls regarding order booking after the office hours, where such orders cannot be properly billed. At times the company officials on their route do not find the person in charge of order, due to which they lose orders and the company loses sale. Company personnel at times fail to dispatch the goods to the retailer because of billing problems and lack of transport facility. It was found that personnel who are responsible to go on their routes on daily basis for order booking never do so and rather take orders on phone. Due to this retailers end up giving relatively order less than required Few retailers prefer buying of stock at the under sale market when there is stock out situation or when the stock cannot be delivered on time and as they can get the stock for a lower price and avail other discounts in the under sale market than from the company But, on the whole it was found that majority of the retailers were satisfied with the sale and distribution of Coca-Cola Coca colas new product launches were aimed at grabbing market share from competitors. Also it is found that the company is very strategic in countering the impact of its competitors promotional activities.
RECOMMENDATION
Coca Cola Company can develop efficient transportation models for better and effective distribution system. Coca Cola Co. should streamline the product portfolio and some focus should be given to non performing brands. This can be done using unique sales promotion techniques. Number of visitations of middle level management to retailers place, need to be increased to identify issues/concerns of retailers. Middle level management should put some effort to measure the satisfaction levels of the channel partners associated with the company. Both formal and informal approach can be used to get the feedback from channel partners. The company must ensure they have full stock of all their products in the outlets they handle.

International Journal of Research in Finance & Marketing http://www.mairec.org 374 The company must have a speedy delivery system of its goods to the retailers at any given point of time. Promotional campaigns must be held in order to improve the sales of products that
are not moving in the market (certain brands of Coca-Cola like Nimbu Fresh etc.). The company can provide the retailers with discounts and offers so that no one is disappointed with the companys sales& distribution. Company can implement more modified and better QPDS(Quantity Purchase and Display Schemes) in order to increase their sales figures. Strict instructions must be given to the company personnel so that they are not negligent about their work on the field and also educate them about the subsequent consequences if they do not do so. Efficient ways to handle complaints from the retailers must be designed by the company. Transport facilities of all the company personnel to distribute the stock, must be improved in order to fulfil the supply chain management necessities. Fortnightly visit of the marketing head to all the retail outlets must be done in order to know the market, how the current sales& distribution is working and what more strategies can be implemented to enhance the process and sales. The incentive modules for the salesmen can be better designed than the existing ones. The salespeople should be given proper motivation apart from the monetary motivation , by counselling them, talking to them, explaining to them how an asset they are to the company by arranging some meetings, appreciate their work etc in order to improve their efficiency levels. The company can diversify into health drinks and food products (like PepsiCo), as consumers today are very health conscious, it be prove a good step for the company to take. The Execution Daily process has helped in the betterment of the company personnels work process, which also gives a clear picture to the company while analyzing the employee work by their respective assessment scores The Execution process has helped all the company personnel to work in a single and systematic fashion

CONCLUSION
It has been found through this study that the daily market process has been very useful to the company in implementing a single systematic way a market developer (MD) can work. It ahs also been found to increase operational efficiency and provides a proper way to assess company employees in the field and their respective markets by the company. The sales and distribution network of Coca-Cola has also been found to be very strong and almost flawless. Hindustan Coca-Cola Beverages (P) Ltd. Has had the first mover advantage when it entered the market and it has capitalized on that advantage to grab the market share. Franchisee who takes care of the companys operations has been found to be competent and so the company does not interfere in their work. The franchisees are also required to report to the company at specific time intervals. Franchisee based operations combined with the companys operations add strength to the overall presence of the company in the market. The advertising campaigns are conceived, implemented by the Coca-Cola India and franchisee has no such activities.
Promotional activities within every territory are under the territory office and the officials of that office are responsible for the effectiveness and successful implementation of these campaigns Among consumer it has been found that Coca-Cola has a very good brand image and recall in comparison to other competing brands currently in the market place. Although the overall functioning of Coca-Cola as a company is very efficient, there are certain areas that can be improved. Coca-Cola India is finding it difficult to counter the competition from PepsiCo in juice beverage segment but it has distinct advantage and upper in carbonated soft drink segment. Also it is heartening to find that Coca Cola has evolved into a transnational company by being sensitive to local demands. Research limitations and direction for further research
REFERENCES:
1. Bakker, B. A. (1977), "Intemational Marketing Standardization," presentation to European Intemational Business Administration Annual Meeting (December), 1-21. 2. Hines, C. (2003), Time to replace globalization with localization, Global Environmental Politics, Vol. 3 No.3, pp. 1-7. 3. Jain S C (1989), Standardization of International Marketing Strategy: Some Research Hypotheses. Journal of Marketing Vol. 53, 70-79

International Journal of Research in Finance & Marketing http://www.mairec.org 376 4. Johri M L and Petison P. Value-based localization strategies of automobile subsidiaries in Thailand. Available at www.emeraldinsight.com/1746-8809.htm. 5. Krishna A, Execution Mapping in RED (Right Execution Daily) outlets of CocaCola Mount Carmel Business School, N.Delhi. 6. Lane C (1998), European companies between Globalization and Localization: a comparison of internationalization strategies of British and German companies. Economy and Society, Volume 27, Number 4, 462 485. 7. Lee H L, Bellington C and Carter B (1993 July-August)Hewlett-Packard Gains Control of Inventory and Service through Design for Localization. Interfaces 23:4 4 (pp, 1-11), The institute of Management Sciences. 8. Levitt T (1984), The globalization of markets The McKinsey quarterly summer edition. 9. Prahalad, C.K. and Doz.Y.L (1987), The multinational mission- balancing local demands and global vision The Free Press, New York. 10. Prahalad C K and Lieberthal K (2003 August), The End of Corporate imperialism. Best of HBR- A changed world. 11. Yu Chu M (2005), Taiwan Multinational Companies and the Effects Fitness between Subsidiary Strategic Roles and Organizational Configuration on Business Performance: Moderating Cultural Differences The Journal of American Academy of Business, Cambridge * Vol. 7 * Num.1. Web References: 1. 1.5 billion Times a day, our beverages are enjoyed around the world. (2011). Retrieved from http://www.thecocacolacompany. com/investors/pdfs/2007_annual_review/Coke_AR07_Year_In_Review .pdf 2. Broadening our product range. (2011). Retrieved May 3rd 2011 from http://www.cocacolahellenic. com/aboutus/ourbusinessimperativ/broadeningproduct/acquisitions/ 3. Coca Cola enters dairy segment. (August 21, 2010). Retrieved May 3rd 2011 from http://www.thehindu.com/business/companies/article584303.ece

International Journal of Research in Finance & Marketing http://www.mairec.org 377 4. Coca-Cola India Forays Into the Dairy Segment, Launches Maaza Milky Delite (October 2010) Retrieved May 2nd 2011 from http://www.cocacolaindia. com/newsletter/default.asp 5. Coca-Cola launches Nimbu fresh juice. (2010). Retrieved on May 2nd 2011 from http://www.hindu.com/2010/01/19/stories/2010011956791600.htm 6. Heritage. (2011) Retrieved May 2nd 2011 from http://www.thecocacolacompany. com/heritage/ourheritage.html 7. Products. (2011). Retrieved May 3rd 2011 from http://www.minutemaid.com/products/default.html 8. Product List. (2011). Retrieved May 2nd 2011 from http://www.thecocacolacompany. com/brands/brandlist.html 9. Sayantani Kar. (August 30, 2010). Coca-Cola: Down the milky way. Retrieved May 3rd 2011 from http://www.business-standard.com/india/news/coca-cola-downmilkyway/ 406220/ 10. The Coca Cola company Anuual Review report 2010. Retrieved from http://www.thecoca-colacompany.com/investors/annual_other_reports.html 11. A Coke Man with a Smile, By Karen Rosen Retrieved 29th July 2011from http://www.atlantatrend.org/index.php?option=com_content&view=article&id=270& catid=40 12. Leveraging Process in Tough Times: New Challenges, New Approaches, by Hammer and Company Retrieved on 08.09.2011 from http://www.hammerandco.com/pdf%5CHammerJuneBrochure_email.pdf 13. Coca-Cola uses solar cooler to push rural sales- By Rupali Mukherjee, Retrieved on 08.09.2011 from http://articles.timesofindia.indiatimes.com/2011-06-06/indiabusiness/ 29625384_1_coca-cola-india-rural-markets-solar-energy 14. Coca Cola to launch new global campaign 'Brrr' in India - Retrieved on 08.09.2011 from http://economictimes.indiatimes.com/news/news-byindustry/ services/advertising/coca-cola-to-launch-new-global-campaign-brrr-inindia/ articleshow/7626845.cms 15. Coolers become too hot to handle for Coca-Cola. Retrieved on 08.09.2011 from http://economictimes.indiatimes.com/news/news-by-industry/consIJRFM
Volume 2, Issue 2 (February 2012) (ISSN 2231-5985)

International Journal of Research in Finance & Marketing http://www.mairec.org 378 products/food/coolers-become-too-hot-to-handle-for-cocacola/ articleshow/8907654.cms 16. India may enter Coca Cola's top 5 markets in five years: CEO Muhtar Kent (2011) Retrieved on 08.09.2011 from http://economictimes.indiatimes.com/opinion/interviews/india-may-enter-coca-colastop5-markets-in-five-years-ceo-muhtar-kent/opinions/8164092.cms
http://business.outlookindia.com/article.aspx?281596 3 rd feb
Fizz Gone Flat?

Pepsis grip over the carbonated drinks market loosens as the company increases focus on its foods business
AJITA SHASHIDHAR , SHARMISTHA CHAKRABORTY MORE SHARING SERVICESSHARE ON FACEBOOKSHARE ON PINTEREST_SHARESHARE ON COMMENTS PRINT TWITTERSHARE ON EMAIL
emember the cola wars: the knock-down, drag-out bouts where the two cola giants would each urge the other to do their
damndest and they would? Now that you think about it, those punch fests have just fizzled out these past few years, havent they? Theres no more of the well fight in the streets, on TV, in restaurants and supermarket aisles attitude. And its not missing only in India. Sure, in the US, the ad campaigns still take weak potshots at each other, but its almost as if Pepsi and Coke are merely going through the motions, an obligatory show of strength like the Indian and Pakistani troops at the Wagah border, rather than really living the war. Theres a good reason why the hostilities seem to have been suspended: there are no longer two cola companies. Theres the original, Coca-Cola, which is still selling gallons of the fizzy drink every hour; and then theres PepsiCo, which over the years has become a foods and beverages company that also sells cola. That may sound blasphemous to advertising agencies and marketing gurus, but the numbers speak for themselves. At $66 billion, PepsiCos 2011 income was over 40% higher than Coca-Colas $46. 5 billion, but just half of that came from beverages, in which carbonated sodas have less than half share. So, Pepsis soda sales last year? Under $15 billion. The move away from carbonated drinks is visible in India, too. While Coca Cola India had cumulative sales of Rs 5,908 crore and net profit of Rs 368 crore in FY11, the share of snacks in PepsiCo Indias revenue grew from 15% to nearly 45% between FY09 and FY11. In the same period, Pepsis beverages business grew at a compounded growth of 22%, but its segment profit went down from Rs 50 crore to Rs 4 crore. On the other hand, profit from its snacks business grew from Rs 56 crore to Rs 95 crore. While FY12 numbers arent yet available, given that trend, its more than likely that snacks now account for a larger share of revenue or perhaps have even overtaken beverages (which, in any case, includes much more than fizzy drinks). Is this all part of a carefully-planned strategy or did Pepsi lose the plot somewhere along the way?
All shook up The irony wasnt lost on anyone. Here was a brand that had made its fortune by selling flavoured sugar water to millions of consumers for over 100 years and had topped that by also pushing salt-and-fat laden potato chips for the past 50. Now it wanted to reach out to the consumers conscience and hearts with products that were good for you. But it was 2006, PepsiCo had a new CEO and she had plans that wouldnt just transform the company, they would turn it on its head. Indra Nooyi joined PepsiCo in 1994 and played a key role in its acquisition of Tropicana in 1998 and of Quaker Oats (which also owned sport drink Gatorade) in 2001. Five years later, she made those brands the pivot of a strategy that would focus more on good for you and better for you products than on Pepsis core, fun for you portfolio. In her earlier role as Pepsis strategy and M&A chief, the vegetarian Nooyi had already helped the company spin-off its restaurant business (Pizza Hut, Kentucky Fried Chicken and Taco Bell, which now operate under Yum! Brands). Now as CEO, she brought in healthy, New Age-y foods like pita chips, hummus, and soy-based smoothies.
The timing seemed right. Americans were finally waking up to the obesity epidemic in the country and while they werent willing to let go of the soda and chips, they were at least willing to try other stuff. By 2010, good-for-you products were bringing in $10 billion and In 2010, Pepsi skipped Nooyis ambitions soared further over the next decade, she wanted that business to advertising in the grow three-fold. And she went all out in her pursuit of that goal. She roped in an R&D superbowl and Spent specialist as PepsiCos first chief scientific officer and brought on board a former World that $20 million on Health Organisation official as senior vice president of global health and agricultural community grants policy. Nooyi also shelled out billions on acquisitions in the nutrition products space: an American coconut-water company, a Russian dairy and juices player and a British fortified water manufacturer. Research was initiated on ways of cutting sugar and salt in the beverages and salty snacks, reducing sodium and calories and overall, increasing permissibility of these forbidden, but oh-sotasty foods. The good for you theme crept into Pepsis advertising and marketing initiatives as well. In 2010, for the first time in 23 years, the company decided against advertising at the Super Bowl the football match is the most-watched annual event on American television, making it the Holy Grail for advertisers in the country, despite a 30-second spot costing as much as $3.5 million. Instead, Pepsi announced the $20-million Project Refresh that would give grants to deserving community programmes and local schools. Meanwhile, back in India, 2006 was the culmination of a series of bad years for both cola giants. It started in 2003 when an environmental group watchdog announced that it had found pesticide residues in Pepsi and Coca-Cola brands that were far in excess of allowed norms (thanks to excessive fertiliser and pesticide use in agriculture, a base level of residue is accepted). The two companies fighting on the same side for once cried themselves hoarse protesting against the findings of the study, questioning its validity and pointing out that even milk and tea had higher levels of pesticide contamination. The controversy had barely died down when in 2006, the Centre for Science and Environment was back with another study and this one said pesticide levels in soft drinks were 30 times the proposed government standards. The impact on Coke and Pepsi was disastrous, although Coca-Cola was perhaps a little better off because its portfolio included brands bought from Parl. Thums Up, Limca and Mazaa were perceived as Indian brands and, therefore, escaped the worst of the multinational backlash. Pepsi, though, had to scramble to keep its place. The opportunity or perhaps the mandate from headquarters to reposition itself as not a mere soft drink manufacturer but a food and beverages company, then, must have seemed heaven-sent. At the time, Tropicana and Frito Lay were already part of the Indian portfolio. In 2006, PepsiCo India launched non-carbonated drinks like Lipton Ice Tea (in association with Hindustan Unilever) and Nimbooz, and expanded its offerings in the pure juice segment Between 2008 and 2010, through Tropicana. In the savoury snacks business, more variants of Lays and Kurkure PepsiCo lost were introduced and the company entered the regional snacks market with the Lehar marketshare to Coke, brand. The following year, it brought in Quaker Oats. In 2009, the company introduced which now has nearly Aliva, a baked snack developed especially for India. The next year was the turn of Pepsi 42% of the CSD market Max, a sugar-free variant of the cola as well as variants of sport drink Gatorade (Pepsi compared with Max has since been discontinued). Even as the emphasis on foods increased, the focus PepsiCos 28.5% on health and nutrition remained intact. We not only want to invest in our core business, which is CSD [carbonated soft drinks] and Lays, we also want to be known as a great non-carbonated beverage company as well as a healthy food company, confirms Deepika Warrier, executive director, marketing, PepsiCo India Beverages. Lets take a look at how thats played out for Pepsi, in India and globally.
Could we have done things differently? Sure" Indra Nooyi, Chairman and CEO, PepsiCo
We not only want to invest in our core business, we also want to be known as a great noncarbonated beverages as well as a healthy food company" Deepika Warrier, Executive Director, Marketing, PepsiCo India Beverages
Our strategy is to build a long In a developed market, it is term business in India that is easier to run the bottling and focused on offering a variety of distribution business but in an beverages, rather than merely emerging market, one needs battling out for market share"T local expertise to handle logistics issues KrishnaKumar, CEO, Hindustan Coca- and people" Ravi Jaipuria, Cola Beverages Chairman, RJ Corp We are competition aware, not competition focused. We still see enough scope to penetrate further Its not Pepsis business to make people healthier, unless it becomes a GSK whose primary
in the sparkling category itself" Debabrata Mukherjee, Vice president, strategy and innovation, Coca-Cola India
business is healthcare. PepsiCo tried doing this globally and it has backfired" Arvind Singhal, Chairman, Technopak
Pepsi was known as a youthful, irreverent brand"Rohit Ohri, Executive Chairman, Dentsu
Losing its fizz Remember our saying earlier that the average American was becoming more health conscious? Thats been showing up in the numbers as well. According to trade publication Beverage Digest, consumption of CSD declined in the US in 2011 for the seventh year in a row. The 1% fall last year was worse than 2010, when it was down 0. 5% and total CSD volume has dropped back to 1996 levels. But where Coca-Cola saw a 1% drop in volume, PepsiCo had a 3.9% fall. For the past two years, its also been relegated to the No. 3 slot in soda brands, behind Coke and Diet Coke. Between 2008 and 2010, PepsiCo constantly lost market share to Coke, which now has nearly 42% of the CSD market compared with PepsiCos 28.5%. It gets worse. In keeping with the health wave, over the past few years, non-carbonated drinks like bottled water, sports drinks, juice drinks and iced teas have overtaken CSD to become the bigger part of the liquid refreshment beverage (LRB) market. In 2011, not Coca-Cola is ahead of only was Coca-Cola the biggest CSD company, it was also the largest LRB player with pepsi in all beverage 34% market share compared with PepsiCos 26.9% (it also grew 0.2% in volume, while segments carbonated PepsiCo de-grew 1.3%). PepsiCos financials for 2011 underline the impact of the foods soft drinks, fruit focus: while snack volume was up 8%, the figure for beverages was just 5%. Meanwhile, offerings & water the Pepsi stock has remained more or less flat for the past six years (while Nooyis been in charge), whereas Coke has nearly doubled. Of late, there is growing clamour from analysts and investors to split PepsiCo into separate snacks and beverages units to enhance shareholder value. Coke is focused on cola and its trademark brand. But Pepsi ran away from its soft drinks heritage and pushed into more healthy products, says Ali Dibadj, beverage analyst at Wall Street research firm Sanford Bernstein. The focus on wellness products and healthy snacks isnt a bad idea, he clarifies. The criticism is of the strategy to focus on health and wellness at the cost of [PepsiCos] core business. So, did the pendulum swing too far? Looks like it, and Nooyi herself is aware of the need to bring back balance. Could we have done some things differently or better? Sure. I wish we had stepped up our overall brand support, especially in North American beverages, earlier, she said in a February meeting with high-profile investment analysts. This is an and game, not an or game. We have to focus on both growing the core, which is the fun for you products and the better for you products, and step up our investment in good for you products. The India effect What has been the impact of Nooyis gameplan on the Indian beverages market? The short answer: Pepsi lags behind Coke. According to a 2011 Euromonitor report, overall soda sales in India are around Rs 6,000 crore, where Coke brands account for 60% of the market and Pepsi for 37%. Cokes brands Thums Up and Sprite are the leaders with 16.5% each, followed by Pepsi with 15% market share. Coke itself has just 8.8% market share. When Coca-Cola returned to India in 1993 (having left in 1977), Pepsi had already been here four years, first as a joint venture with the Punjab government (when it was branded Lehar Pepsi) and on its own after 1991. But Cokes opening gambit itself was a winner: it bought out Parls homegrown CSD brands and immediately staked claim to over 70% of the market. Pepsi has clawed back some share of the market since then, but Coca-Colas initial advantage still remains. And that is due to Thums Up, the cola brand Coke tried to kill, but couldnt. Finally, the American company gave up and started playing to the local brands strengths by pushing it in smaller towns and concentrating on building the flagships presence and brand image in the metros. But marketers believe Coca-Cola India still treats Thums Up which has a 40% share in the cola market like an unwanted stepchild, citing the most recent decision to lower the price of 200 ml Coke bottle from Rs 10 to Rs 8, while keeping Thums Up at the higher price. T Krishnakumar, CEO, Hindustan Coca-Cola Beverages, the bottling and distribution arm of Coca-Cola in India, rubbishes such theories. Our goal is to ensure our brands are leaders in the mind of the consumer, who makes the final choice, he says.
Over the past few years, Pepsi India has lost several key institutional accounts like Inox multiplex
While PepsiCo has been transforming itself into a foods company, Coca-Cola has stuck to its knitting and remained a pure-play beverages company. Sure, it too has ventured further into the non-carbonated drinks category, but new product launches have been at a studied pace. Coca-Cola owns 3,500 brands world over, but after nearly two decades there are only 10 international
brands in its India portfolio. We are rather focused on offering a variety of beverages that consumers want to buy, than battling for market share, says Krishnakumar. As it turns out, consumers seem to be displaying a distinct partiality for brands from the Coke stable. The company is ahead of its arch-rival in all segments of the beverages market where both are present whether its the various sub-categories of CSD (cola, orange, clear lime and cloudy lime), fruit-based drinks (Maaza is ahead of Pepsis Slice), lemonade (Nimboo Fresh vs Nimbooz), or bottled water (where Kinley beats Aquafina). Clearly, Pepsis increasing focus on foods has taken a toll here as well. Message in a bottle The lack of fizz in Pepsis beverage business may have something to do with the differing bottling strategies of the two companies as well. Coca-Cola in India is a nearly Rs 6,000-crore business, including the revenue of both the parent company, which focuses on marketing and selling the concentrate, as well as Hindustan Coca-Cola Beverages, through which it owns more than 70% of its bottling operations. PepsiCo, on the other hand, is a Rs 4,000-crore business that has franchised 55% of its bottling and distribution volume to the Gurgaon-based Jaipuria family. The rest is controlled by the company itself (it runs 14 bottling plants across the country). In-house bottling and distribution was an unusual strategy for both companies, which had spun off their American bottlers into separate companies several years earlier. The reason both companies opted for company-owned operations was because the cost of entry into a developing market was high. The bottler didnt have the resources to bear losses, explains a former CEO of PepsiCo India. When youre investing in a growing market, it is better done when you control the sales and distribution operations. Incidentally, in 2009, Pepsi brought its American bottling back into its fold and Coke followed suit some months later. Over the years, while Coke has strengthened its bottling operations in India, Pepsi has been gradually moving further into the franchise model. When it came to India, over 70% of the bottling business was company-owned but now thats down to below 50%. In a Food business is developed market, it is easier for the parent company to run the bottling and distribution Tougher to crack than business on its own but in an emerging market, one needs local expertise to handle carbonated soft drinks. logistics issues and even people, says Ravi Jaipuria, chairman, RJ Corp. Usually, its a The margins are lower good move to separate the concentrate and the bottling businesses both work to get and its very competitive the best possible deal and the company wins either way. At the same time, greater control over distribution can perhaps be best achieved when the company runs its own bottling and distribution. Coke is far more focused and quicker, says a top executive at Big Bazaar, Indias largest supermarket chain, pointing out that brand Coke has already gained 2% share between April and May across all Big Bazaar stores, thanks to offers like a 1.25 litre PET bottle of the cola free with the purchase of two more. This has helped increase home consumption considerably, he adds. British cash-and-carry retailer Booker, which has three stores across Maharashtra, claims it sells 1.2 million cases of Coca-Cola beverages compared with just 250,000-300,000 cases of Pepsi beverages every month. When it comes to modern trade, Coke is far ahead, declares a senior official. Pepsi really needs to step up its distribution. Its debatable which is more to blame for Pepsis beverage distribution woes the divided focus or the bottling strategy but without doubt, it is taking a toll. Over the past few years, Pepsi has lost several key institutional accounts like Inox multiplex, even though it continues selling at all Yum! Brand restaurants, courtesy - a global lifetime contract. Consider JSM Corp, the master franchisee of Hard Rock Caf (HRC) in India. The company was a key Pepsi account from 2006 till 2008, when it switched to Coke, not just for HRC but also other restaurant brands like Shiro and California Pizza Kitchen. Coca-Cola has always supported us immensely in marketing our brands to consumers, says Jay Singh, co-founder, JSM, when asked why he chose Coke over Pepsi. Hard Rock Caf is all about music and we were looking for a partner who would support us in that. Does it matter if Pepsis cola business in India is fizzling out, considering the foods segment at least is doing well? In a word, yes. The company simply has no excuse to let its CSD and other beverages business slide. Not only does it have a century of experience in selling fizzy drink, its also not all that difficult a business to be in at least, certainly not compared with foods. Per capita consumption of CSD in India is just 12 litres a year, while the global average is 92 litres. Even countries like Pakistan and China gulp far more soda: 80 and 60 litres, respectively. The potential, here as the clich goes, is immense. Coke certainly recognises the opportunity and continues to sink in billions. Its earlier write-offs and accumulated losses apart, it recently announced big bang plans to invest more. In the coming years, Coca-Cola plans to venture deeper into the Indian beverages market, with products like fortified water and juice-based variants. We are competition aware, but we cant be competition focused, says Debabrata Mukherjee, vice-president, strategy and innovation, Coca-Cola India. Our focus is to offer what the consumer needs. We still see enough scope in the sparkling category itself. No one can eat just one Pepsis food business in India isnt just about selling chips, Kurkure and breakfast oats. Its also actively involved at the produce stage the company works with over 24,000 contract farmers who grow potatoes and paddy for it. Last year, Pepsi bought over 200,000 tonnes of potatoes and intends to increase that by about 20% in FY13. The foray into contract farming started as a government pre-condition when Pepsi entered India, but its actually worked out quite well for the company; so much so that it continues the practice even though the obligation to export ended several years ago. It grows crops that can be used in the foods business Pepsi started by growing tomatoes in Punjab in the early 1990s, to make ketchup for the Pizza Hut business (before the Yum spin-off). Currently, the company is involved in the cultivation of chillies, oats, paddy and potatoes and in the coming years, Pepsi plans to increase its cultivation of oats, a telling sign of the companys intention to continue its focus on the nutrition and health segment.
But even if its got the ingredients in place, the foods business is a lot tougher to crack than soft drinks. Raw material constitutes a higher proportion of costs in this business, which means margins are likely to be lower. Moreover, food in India is a varied and immensely challenging field. Pepsi is aware of that. Vivek Bharati, executive director, agriculture and corporate affairs, PepsiCo India, says that the company now has a much wider field to play in, albeit with far more competition. We fight it out with Coke only in the CSD space. In juices, our primary competition is Dabur, while we compete with Kelloggs in the breakfast category. In snacks, we have not only the organised players like ITC to compete with, we also have regional players. Thats not deterring the company, though: it plans to launch some 50 new Frito-Lay variants in the coming years. Certainly, the foods business is all about complexity and variety. According to a February 2012 Edelweiss report, the snack foods market in India is worth Rs 40,900 crore, which includes biscuits, namkeen, noodles, pasta, chocolates, confectioneries, ready to eatupma, poha etc. Munching between meals is common in the country with a variety of snacks offered in mind-boggling regional specialties gaining national acceptance, the report says. Salty snacks, it adds, is a Rs 12,000-crore market that is likely to double over the next three years. To be fair, Pepsis done a good job of its foods business in India, launching products that suit local tastes and eating preferences. Kurkure, for instance, was a made-for-India innovation, but its also launched masala-flavour chips and, most recently, lemon and kesar flavoured instant oats under the Quaker Oats brand. In regional markets, Pepsi is betting heavily on its Lehar sub-brand as well as Uncle Chipps, the popular local brand it acquired in early 2000. But even the larger brands have products customised for specific markets. We have introduced local variants of Kurkure such as Bengali Jhaal, which is only for the eastern market, says Vidur Vyas, marketing director, India foods, PepsiCo India. In 2010, in keeping with its health focus, the company made a huge push into the value foods and non-carbonated drinks space in a 50:50 joint venture with Tata Global Beverages. The NourishCo business has recently rolled out products like Tata Plus Water, fortified bottled water being sold at Rs 16, in Tamil Nadu. Theres also Tata Gluco Plus, a glucose drink at Rs 6 aimed at lower-income consumers, and Iron Chusti, an enriched snack in Rs 2-sachets. We felt there is a large set of untapped consumers waiting to be served, commonly termed the next billion, says Warrier. If the foods focus has its critics, this emphasis on health and wellness has even more naysayers. The wellness category is a misfit for Pepsi, declares Arvind Singhal, chairman of retail consultancy Technopak. Its not Pepsis business to make people healthier, unless it becomes a GlaxoSmithKline whose primary business is healthcare. Pepsi tried doing this globally and it backfired. But a former PepsiCo India head says the company didnt have a choice when it adopted this approach. Pepsi has always had a fraction of Cokes share in most markets and unless a CSD brand has at least 30-40% of the market, it will get chewed, he says. Making noise about being healthy was a desperate attempt to capture market share, but Pepsi overdid it. What now? Going by Nooyis actions back in the US, Pepsi is now attempting to redress the balance. As a start, Nooyi has announced a 15% increase in advertising and marketing spend ($500 million) this year. Pepsi has also signed up with Michael Jacksons estate for featuring the late pop star in an advertising campaign and on a series of special edition cans. The company went back to the Super Bowl in 2011 and has gone a step further this year by becoming the halftime shows title sponsor. Pepsi is once again going back to its core, which is youthful and irreverent, says Rohit Ohri, executive director at Dentsu who, in his previous job at JWT, had been in charge of the Pepsi account for several years. This is good news since the company has under-spent on its core brand for a long time. Perhaps the biggest change has been the launch of Pepsi Next in March, a mid-calorie version that attempts to straddle the distance between regular and Diet Pepsi. Research has shown that there is a segment of consumers who are resistant to both regular, full-sugar cola and diet cola offerings. These consumers love the taste of Pepsi but they dont believe you can achieve full flavour taste with a diet cola. The launch of Pepsi Next in the US is intended to fulfil this unmet need in the category, says Jeff Dahncke, spokesman for PepsiCo. Will all this be enough to stop the flow of consumers away from Pepsi? It will momentarily increase sales. Whenever they bring about some drastic change, it helps the company for a while, says David Levitsky, professor of psychology and nutritional sciences at Cornell University. Sanford Bernsteins Dibadj isnt so sure. I dont know why there should be a medium positioning, he says, referring to Pepsi Next. I think it will be very difficult for them to be successful. Certainly, its not the first time Pepsis attempted something like this it launched Pepsi Edge some years ago, which was promptly countered by CocaColas C2. Both failed miserably. But if Pepsi Next succeeds in winning over a new generation of cola drinkers, it might well end up triggering another cola war.
http://www.fnbnews.com/article/detnews.asp?articleid=31715&sectionid=17 3 rd feb Rs 59 billion carbonated drinks market hots up to meet summer challenge
Tuesday, April 17, 2012 IST
Irum Khan, Mumbai
The cola companies are experimenting with new flavours for the summer season. Leading players like the Coca-Cola and PepsiCo along with regional players like Kalimark have launched new flavours in the market. For instance, PepsiCo has rolled out two new variants for its orange drink - Mirinda and plans to launch more new flavours under its brand 7Up. Kalimark, the popular soft drink manufacturer from the south, has launched a lemonade- flavoured carbonated drink called Solo. However, the company is more excited to launch its another offering called paneer soda which is a rosewater carbonated drink with demand. The company intends to sell a 500 ml PET bottle for Rs 25. Coca-Cola too has launched Schweppes 300 ml cans in two variants - Tonic Water & Soda Water. Our endeavour is to make these products available in all metros and large towns across India, said a spokesperson from the Coca-Cola. Carbonated drinks account for the second biggest chunk (28%) of the non-alcoholic beverage market in India. It is growing at a rate of 10-12% annually. Having huge population base and assorted age groups, supporting the carbonated drinks market has led the market to be of worth around Rs 59 billion in 2011, informed Shushmul Maheshwari, chief executive, RNCOS, a market research firm. Though rising health awareness among the young and educated population has led consumers shift more towards fruit-based drinks but the demand for fruit juice will not overtake the carbonated drinks market, he said. Owing to the growing young population (aged between 16-30 years) that still prefer carbonated drinks over fruit juice, the demand for the same seems to lead the market. The spokesperson for the Coca-Cola said, The per capita consumption of our products is only 11. Contrast this to a global average of 89, 32 in China and 675 in Mexico. This just presents us with the challenge of tapping on to this opportunity and making sure that we are the consumers choice of beverage every day, every time. The company has already announced its plans to invest $2 billion over the next five years starting 2012 to further capture the opportunity in the Indian non-alcoholic ready-to-drink (NARTD) beverage market. It will be investing in innovation, consumer marketing and brand building, expansion of distribution and cold drink equipment placement as well as further development of manufacturing capacity to meet growing consumer demand. Distribution plan Along with innovation in flavours summers is also the time to change its distribution strategy as the demand for soft drink increases by more than the double. The beverage companies are focussing to push their sales through innovative distribution strategies across India. They are constantly building wide distribution network by installing several vending machines in malls, food courts, etc. to reach to masses. Moreover, these companies are creating an independent business channel to innovate, sell and distribute its juices, energy drinks and niche products, informed Maheshwari. The Coca-Cola spokesperson agreed with Maheshwari. He said, We follow an OBPPC (Occasion, brand, price, pack, and channel) strategy, which involves making available our soft drink brands in the right pack at the right price, sold through the right channel and driving consumption by linking it with right occasion. Our products are available pan-India and the pack alternatives being made available to consumers really depends on the channel where a consumer is looking for a soft drink. If the need arises, we will surely introduce a new SKU, depending on the consumers demand and feedback from the retailers. Pricing strategy The summer anticipates a cola war with both PepsiCo and both Coca-Cola and Pepsi planning to reduce prices for its 200 ml returnable glass bottle just in time for the summer season. The price reduction, together with good marketing and advertising, could help them sustain their position in the market. We are now offering our entry level pack for brand Coca-Cola the 200 ml returnable glass bottle (RGB) - at a special promotional price of Rs 8.The 200 ml pack being the entry point into the category, will recruit new consumers into the cola segment since it is an innovative and a very attractive price point. The promotional offer is being rolled out in phases across select markets and we have a strong communication program to better optimise the proposition. This initiative neatly dovetails into our Open Happiness consumer proposition and in our belief that happiness multiplies when you share it and touch more people, said Coca-Cola. Rural area penetration One of the biggest challenges in rural market is getting more number of people introduced to consuming packaged beverages. Inaddition, distribution of soft drink beverages including making them available in a chilled form is also a challenge. Hence Coca-Cola India has been continuously thinking about newer and innovative ways to reach out to rural consumers. It has also now created a new vertical called Emerging Markets & Franchise Leadership to drive growth in rural markets. One of the first products that it has introduced for the BOP segment is the 'Fanta Fun Taste' powder sachet for Rs 5 targeting the lower end of the market. It has been launched in a powdered ready to drink segment and is selling successfully in 1,500 retail outlets in
Maharashtra and Gujarat. Given the challenges of rural marketing, one has to be innovative and think out of the box. Coca-Cola India is continuously thinking about newer ways of reaching out to the rural consumers and introducing them to ready-to-drink packaged beverages, said the spokesperson. The rural market in India poses several challenges to beverage companies in terms of expanding their footprint, one of which is the availability of chilled products. One of the biggest challenges in rural market is getting more number of people introduced to consuming beverages in a ready to drink packaged form. In addition, distribution of soft drink beverages including making them available in a chilled form is also a challenge.

Innovation Pepse

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Innovation Pepse

Uploaded by

Copyright:

Available Formats

http://pepsicoindia.co.in/brands.

Monday, November 26, 2012

Rediff| PepsiCo| Indra Nooyi| India

PepsiCo and GE Are Innovating in India

Tweet Facebook LinkedIn Google Plus

PepsiCo's Alliance with Tata Tea

How India is changing PepsiCo

Name : place : E-mail :

Enter the Code Shown :

Good story, crisp writing, clever headline. Nice read.

http://www.coca-colaindia.com/sustainability/innovation.html 3rd feb

COCA COLA IN INDIA: A STUDY ON PRODUCT PORTFOLIO AND DISTRIBUTION ADAPTATION

IJRFM Volume 2, Issue 2 (February 2012) (ISSN 2231-5985)

IJRFM Volume 2, Issue 2 (February 2012) (ISSN 2231-5985)

HINDUSTAN COCA COLAS ADAPTATION STRATEGIES

MARKETING MIX & PRODUCT PORTFOLIO

IJRFM Volume 2, Issue 2 (February 2012) (ISSN 2231-5985)

NEW PULP-BASED PRODUCTS UNDER THE BRAND NAME OF MINUTE MAID

IJRFM Volume 2, Issue 2 (February 2012) (ISSN 2231-5985)

THE LAUNCH OF NIMBU FRESH

IJRFM Volume 2, Issue 2 (February 2012) (ISSN 2231-5985)

LAUNCH OF MILKY DELITE AND ENTRY INTO THE DAIRY SEGMENT

IJRFM Volume 2, Issue 2 (February 2012) (ISSN 2231-5985)

IJRFM Volume 2, Issue 2 (February 2012) (ISSN 2231-5985)

DISTRIBUTION SYSTEM IN INDIA

IJRFM Volume 2, Issue 2 (February 2012) (ISSN 2231-5985)

PROFILE OF RESEARCH STUDY

IJRFM Volume 2, Issue 2 (February 2012) (ISSN 2231-5985)

ANALYSIS & FINDINGS

IJRFM Volume 2, Issue 2 (February 2012) (ISSN 2231-5985)

IJRFM Volume 2, Issue 2 (February 2012) (ISSN 2231-5985)

IJRFM Volume 2, Issue 2 (February 2012) (ISSN 2231-5985)

IJRFM Volume 2, Issue 2 (February 2012) (ISSN 2231-5985)

IJRFM Volume 2, Issue 2 (February 2012) (ISSN 2231-5985)

IJRFM Volume 2, Issue 2 (February 2012) (ISSN 2231-5985)

IJRFM Volume 2, Issue 2 (February 2012) (ISSN 2231-5985)

IJRFM Volume 2, Issue 2 (February 2012) (ISSN 2231-5985)

Volume 2, Issue 2 (February 2012) (ISSN 2231-5985)

Fizz Gone Flat?

You might also like