sm2 draft presentation 2_25112014_.pptx

8/10/2019 SM2 Draft presentation 2_25112014_.pptx

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Agenda

Primary AnalysisHistoryVision, Mission Goals

External AnalysisPESTELFive Forces

Internal AnalysisSWT Financial !evie" #iversi$cation Strategy International Strategy


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&%m'

(%siness interests

)ey Statistics


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Vision * Strategy

Glo+al om-any t.at /eeds t.e "orld

(%ild -o"er/%l +rands t.ro%g.

s%-erior mar0eting, +rea0t.ro%g.innovation and com-elling val%e "it.a /o%ndation +%ilt on "inning /ood

and "orld class o-erations1 #rive aggressive %nit ex-ansionevery".ere, es-ecially in emerging

mar0ets, and +%ild leading +rands in


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Timelines

1952olonel Harland #Sanders o-ens $rst )F in4ta.1 11.er+s and s-ices in)F5s 6$nger2lic0in5 7avo%r6

1962Glen (ello-ens $rst +ranc. o/

Taco (ell in

ali/ornia

1958First +ranc. o/Pi33a H%t o-ens in)ansas

Pepsi


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Ind%stry analysis 2 8eera9 4S Mar0et International Emerging mar0ets.ina

India


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Strong re+o%nd in :;;? Forecast to reac. a val%e o/ @:1Q yrD In-%t material cost > yr

Em-loyee t%rnover >


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General &n!iron'ent (nalysis)P*&+ ,ontd-

Society J #ierent c%lt%res val%es *

et.ics8eed to ado-t -rod%ct tastes as -er

cons%mer

Economy J Gro"t. 4S mar0et is almoststagnant t.%s t.e Ma9or sco-e o/ gro"t. lies inemerging mar0ets Gro"ing income levels t.%s -%rc.asing -o"er1

Legal


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SWT

investor re-orts, Management#isc%ssions o/ t.e ann%al $nancialre-orts, ne"s-a-er "rite2%-s in

+%siness ne"s-a-ers and +%sinessmaga3ines etc1


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Fi!e Forces analysis

!ivalry

o/com-etitors

Fiercecom-etition

Entry(arriers

Hig.entry+arriersmanyesta+lis.ed-layers

Limitedca-italtoex-and

S%+stit%tes

Strongcom-etition

Manys%c. as/ro3en/ood,.omecoo0ed,street/ood

S%--lierPo"er

Hig.-o"eraslimitedn%m+ero/s%--liers to-rovideingredients o/s%c.%ality

(%yerPo"er

Hig.d%e to3eros"itc.ing costs

Fastc.angingcons%mer-re/erences


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om-etitive com-arison mar0etS.are


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business strate.y

.o" it -lans to createcom-etitiveness and val%e /or vario%ssta0e.olders1 #o $nancial analysis,

".erever -ossi+le to assess relative-er/ormance to demonstrate i/ t.estrategy is leading to s%-erior

-er/ormance


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business strate.y


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Financial Per/or'ance


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#isc%ssion on consolidation* s-ino


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T.e strate.yi'ple'entation

c.allenges t.at t.e $rm is /acingex-ected to /ace1

%lt%ral iss%e B dierent c%lt%re atPe-si * ot.er teamsD

Mc0insyNs S


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T.e t.ree individ%al com-anies "ere7o%ndering

M%t%ally s%s-icio%s o/ eac. ot.er5s

management styles1 (y %tili3ing t.e same -eo-le2/riendlyattit%de, %ality2service standards,

com-re.ensive vision, and -rod%ctinnovations t.at .e .ad %sed to .el-t%rn )F aro%nd in t.e mid2


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#ierence (W Pe-si * S!#tyle Pepsi "#R


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.ange management

!ecogni3ing and re"arding individ%al-er/ormer

6+%y2in6 a--roac. to accom-lis.

-ro9ects "it. a team attit%de1 8e" em-loyee2recognition -rogram1


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ritical S%ccess Factors

#evelo- +rand e%ity in ne" mar0etsand s%stain a dierentiated +rand inexisting mar0ets

#evelo- and s%stain .ealt.yrelations.i-s "it. /ranc.isees and ot.ersta0e .olders

Provide an in/rastr%ct%re t.at is 7exi+leeno%g. to ada-t to local mar0ets %ndert.e %m+rella +rand

Ens%re t.e integrity o/ s%--ly and


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Reco''endations

sm2 draft presentation 2_25112014_.pptx

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