OLIDIX

CONBULTANTB
Tle Pepsi-Cola Company
Competitive Analysis
OLIDIX CONSULTANTS
Our Task...
Phase T
Analyse tle Market.
Phase 2
Buggest Recommendations.
OLIDIX CONSULTANTS
&2NTENTB
1. 2ur Industry
2. &ompetitive Analysis
3. Market Researcl
4. Issues
5. &ompetitive Aids (Tleories)
5. Recommendations
7. Bibliograply
OLIDIX CONSULTANTS
1. Our Industry
Pepsi operate as producer in tle
Fast Moving Consumer Coods (FMCC) Industry.
Otler FMCC industry producers could include: Toiletries, groceries,
magazines, Newspapers, even in tlis day and age mobile plones.
ڔFusI Movinq Consumer Goods ure producIs IhuI huve u
quick Iurnover, und uI u reIuIiveIy
Iow cosI.ڕ
(0LQJURQJ L. 2007)
OLIDIX CONSULTANTS
Current Position
Oligopoly
Few Market Leaders
Higl Barriers of Entry
OLIDIX CONSULTANTS
7\SRORJ\ (CRQsumeU COassLILFatLRQ)
Millennialڑs (Television Week, 2007)
AdveUtLsLQJ aQd PURmRtLRQ
&leck out tle Pepsi Refresl Antlem
7aUJHtLQJ
Multi-Begmented marketing approacl.
AudLHQFH 0RtLvatLRQ
Taflinger, in lis book, ڐTaking Advantageڑ, argued tlat audience
motivation is a visual or aural influence on oneڑs subconscious
mind and emotions.
&urrent Audience
OLIDIX CONSULTANTS
Market Analysis
,mSRUtaQt tR FRQsLdHU
'HmRJUaShLFs: Tle global market
LOastLFLt\: Tle relative effects of clanges in price to demand.
0aUNHt tUHQds:
Tle decline of sales in carbonated drinks (Mintel, 2009)
Tle rise of functional soft drinks: juices, enricled vitamin water
and nutraceuticals. (NutraIngredients.com, 2003).
Btreamlining of production lines (Bidel.com, 2009)
OLIDIX CONSULTANTS
2. &ompetitive Analysis
'LUHFt aQd LQdLUHFt FRmSHtLtRUs
'LUHFt &ola producers:
Bupermarket own brands
&oca-&ola
,QdLUHFt: Producers of all beverage types.
Tea/&offee
Water
juices etc.
BUaQd dLIIHUHQtLatLRQs
Modernity vs. Tradition
OLIDIX CONSULTANTS
&ompany Analysis
&ombined revenue of T8 BLOOLRQ.
Earnings per slare grew T3%
Net revenue growtl of T2% (tlree times industry growtl)
Retained profits of .9 BLOOLRQ
ڔTo be tle worlds premiere consumer product company focused on
convenient foods and beverages. we seek to produce lealtly
financial rewards to investors as we provide opportunities for
growtl and enriclment to our employees, our business partners
and tle communities in wlicl we operate. And in everytling we do
we strive for lonesty fairness and integrity"
- Bource: Pepsi. &o. 2007 annual report.
OLIDIX CONSULTANTS
‡ For our primary market researcl to be of use to our competitive
analysis, we lad various questions we needed answering and
tlerefore split our survey into tlree parts.
BUaQdLQJ...
PURmRtLRQ / AdvHUtLsLQJ
7astH tHst
OLIDIX CONSULTANTS
3.Market Researcl
OLIDIX CONSULTANTS
Resultsڞ
. Iss s
Hard to diff r ntiat prod ct in t rms of tast as
prod ct vari ty is v ry limit d witlin cola bas d
b v rag s.
&oca-&ola las s cl a strong bas of loyal
c stom rs, wlo id ntify witl tl cola brand.
&ons m r tast s ar clanging, away from
carbonat d drinks towards f nctional soft drinks.
(Mint l, t al. 2009)
OLIDIX CONSULTANTS
. titi i s
PRUtHUڑs 5 ¡RUFHs
S.W.O.7 AQaO\sLs
PRUtHUڑs stUatHJLHs IRU CRmSHtLtLvH LQvLURQmHQts:
st-L a rsli
Pr uct-Diff r ntiati n
OLIDIX CONSULTANTS
Porters 5 Forces
&ompetitive Rivalry
Tlreat of New Entrants
Power of Buppliers
Power of &ustomers
Tlreat of Bubstitutes
OLIDIX CONSULTANTS
BWOT Analysis
StUeQJths Large market slare,
purclasing economies of scale,
customer loyalty, world wide brand
recognition, luge distribution
network
WeaNQesses Bmaller market slare
tlan main rival Coca-cola, inability to
substantially product differentiate,
lard to compete witl Coca-Colaڑs
strong brand identity and customer
loyalty.
OSSRUtuQLtLes Adapting to market
trends (Pepsi lealtl drink) could
create an advantage, opportunity to
be known as a socially responsible
producer lowever tlis incurs costs
wlicl may not be met witl tle
current economic climate,
7hUeats Higl levels of competition
from main rival. Pepsi will lose
market slare if otler companies
adapt to market trends faster.
OLIDIX CONSULTANTS
Porterڑs Btrategy
ڔ ile strategy ay e a o t o eti g a s r i i g as a fir , it
is ro ts, ot or oratio s t at o ete, a ro ts are
e elo e y si ess itsڕ. (Porter, 8 )
%XVL VV LnLt O tUDt gy
Porters o Btrategies
ost- ea ers i
Pro t- iffere tiatio
OLIDIX CONSULTANTS
Porterڑs Btrategy
Continuedڞ
CRst-LeadeUshLS
Industryڑs lowest cost producer
Price setting over price following
Benefit from ligler profit margins
PURduFt-'LIIeUeQtLatLRQ
Tle differences in one product from anotler
Unique customer perception
Packaging and Promotional activities
OLIDIX CONSULTANTS
5.
Recommendations
We believe tlat tlere are two main areas tlat Tle Pepsi &ola
&ompany could improve on in order to maintain a competitive
advantage over its rivals.
Adopting a &ost-Leaderslip Btrategy
New Product Development
OLIDIX CONSULTANTS
&ost-Leaderslip Btrategy
Advertising and innovative promotion.
2ptimal outsourcing for production and vertical
integration.
Improving production efficiencies tlrougl Kaizen.
OLIDIX CONSULTANTS
New Product Development
Produce a range of ڐlealtlyڑ alternatives under tle brand name
ڐPepsi Freslڑ.
2ur suggestion would be a range of Vitamin enricled waters under
tle name ڐPepsi Freslڑ.
OLIDIX CONSULTANTS
7. Bibliography
WebsLtes
FMCC Definition:
lttp://www.slentrepreneur.org/ltml/oldnewsroom.ltml
<last accessed 12/02/09>
Modularisation
lttp://cavelill.uwi.edu/fpas/cmp/online/cs11k/revision/problem%20solving/modularisation.ltm
<last accessed 12/02/09>
Consumer Trends
lttp://www.nutraingredients.com/Consumer-Trends/Functionality-set-to-slape-soft-drinks-sector
<last accessed 12/02/09>
OLIDIX CONSULTANTS
Oligopoly definition
lttp://moneyterms.co.uk/oligopoly/
<last accessed 13/02/2009>
Porters Btrategy
lttp://www.quickmba.com/strategy/porter.sltml
<Last accessed 14/02/2009>
BRRNs:
Krugman, P. Wells, R. Craddy, K. (2007).
(conomics: (uropeun ediIion 2007. UBA: Wortl Publislers Inc.
Haig, M. (2004). Brund RoyuIIy: how Ihe worIds Iop 100 brunds Ihrive und survive. London: Kogan Page
ltd.
OQOLQe ReSRUts:
Bicler, j. (200 ).Beveruqe DiqesI: Top 10 C5D ResuIIs jor 2007. >online| Available from:
lttp://www.beverage-digest.com/pdf/top-10200 .pdf >Accessed: 20/02/2009|.
Bidel. (2005/9). C5D MurkeI Trends. >online| Available from:
lttp://www.sidel.com/products/wlat-do-you-package/csd/csd-market >Accessed: 20/02/2009|.
Mintel. 2009, CurbonuIed 5ojI Drinks - UK - Februury 2009 lonIine], (p. 1), AvuiIubIe jrom:
hIIp://ucudemic.minIeI.com/sinuIru/oxyqen¸ucudemic/seurch¸resuIIs/show&/dispIuy/id=393871
>Accessed: 02/03/2009|.
OLIDIX CONSULTANTS
Mintel. (2009), FruiI ]uice und ]uice Drinks - UK - November 2008 >online|, (p. 1), Available from:
hIIp://ucudemic.minIeI.com/sinuIru/oxyqen¸ucudemic/seurch¸resuIIs/show&/dispIuy/id=393871/di
spIuy/id=227778 lAccessed: 21/02/2009|.
Nexis UK. (200 ), Drink Mukers' OpIimism NoI Dry: Coke, Pepsi suIes down: PIuns Up. >online|, (p.
1), Available from:
hIIp://www.Iexisnexis.com:80/uk/nexis/resuIIs/docview/docview.do?docLinkInd=Irue&risb=21¸T5
917131287&jormuI=GNBFI&sorI=BOOL(AN&sIurIDocNo=1&resuIIsUrIKey=29¸T5917131290&c
isb=22¸T5917131289&IreeMux=Irue&IreeWidIh=0&seIRCNodeID=13&node5IuIeId=411en¸GB,1
,2&docsInCuIeqory=41&csi=8379&docNo=1 >Accessed: 21/02/2009|.
Nexis UK. (200 ), Pepsi 5uIes ure FIuI, buI BoIIIer's ProjiI (dqes Up. >online|, (p. 1), Available from:
hIIp://www.Iexisnexis.com:80/uk/nexis/resuIIs/docview/docview.do?docLinkInd=Irue&risb=21¸T5
917131287&jormuI=GNBFI&sorI=BOOL(AN&sIurIDocNo=1&resuIIsUrIKey=29¸T5917131290&c
isb=22¸T5917131289&IreeMux=Irue&IreeWidIh=0&csi=5742&docNo=2 >Accessed: 21/02/2009|.
Pepsico. (200 ) 2007 AnnuuI ReporI. >online| Available from: lttp://www.pepsico.com/Investors/Annual-
Reports/2007-Annual-Report.aspx >Accessed: 02/03/2009|.
OLIDIX CONSULTANTS
OQOLQe ]RuUQaOs:
Blarp, B. & Dawes, j (2001), 'Wlat is Differentiation and How Doeas it Work?', ]ournuI oj
MurkeIinq MunuqemenI, ArqyII, VoI. 17, pp. 739-59.
Imai, M. (19 5), Kuizen: The Key Io ]upun's CompeIiIive 5uccess., Rundom House, New York.
,maJes
Excelsia. (2009). 5WOT unuIysis. >online| Available from:
lttp://www.excelsia.cl/ltmlgb/blog/images/swot-analysis-image.png <last accessed 02/03/2009>
Dublin City University. (2009). PorIers 5 Forces. >online| Available from:
lttp://student.dcu.ie/~lillc3/Pmodel.gif <last accessed 02/02/2009>
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