...Netflix Video Game Streaming Name MKT/421 Date Instructor Name Netflix Video Game Streaming Marketing Plan: Phase I Trying to introduce a new product or service into an already well-established industry can be an intimidating, yet profitable idea. Take Netflix and the media rental industry as an example. In 1997, Netflix made their debut into the online media rental industry (Netflix, 2013). About 10 years later, their flat rate monthly rental fees, their stellar DVD-by-mail service, and their streaming media options had turned Netflix into a media rental powerhouse. However, video games are one aspect of media rental and streaming that the company has consistently steered clear of. To demonstrate that Netflix could (and perhaps should) offer video game rental and streaming options as their next step for growth, a marketing plan can be established. This marketing plan should include: an overview of the Netflix organization; a description of the proposed video game services; an explanation of the significance of this new service to Netflix; a SWOTT (strengths, weaknesses, opportunities, threats and trends) analysis of this service; and the marketing research approach and strategy that would be used to implement video games into Netflix’s service lineup. Organization overview. Established in 1997, Reed Hastings and Marc Randolph founded Netflix with one goal; to revolutionize the way people enjoyed entertainment (Netflix, 2013). At its inception, Netflix was a membership-based...
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...PepsiCo Case Study Analysis Paper Michael Gillespie Organizational Policy and Strategy, OML-450, Cohort (835) Professor Vicky Sons-Eiden September 15, 2011 PepsiCo Case Study Analysis Paper A case study analysis on PepsiCo’s diversion strategy in 2008 will be addressed in this paper. The elements that will be discussed are the vision and mission of PepsiCo, the background and history of the company, the external and internal forces of PepsiCo’s business environment, PepsiCo’s strategic marketing plan, and a conclusion and recommendations on how the PepsiCo company can improve their business strategy to stay competitive in years to come. Vision and Mission The vision of PepsiCo is to be a responsible company that supports continuous improvement of all areas across the globe in which they operate. These areas include the environment, social, and economic conditions creating a better future then the present. The mission of PepsiCo is to be the best company in the industry that provides convenient foods and beverages to the consumer. The company has a goal to provide financial benefits and growth for its shareholders as the company provides growth for its employees, its business partners, and the communities in which they are established. In all aspect of the business, PepsiCo strives to be the leader in honesty, fairness, and integrity. (PepsiCo, 2011). Company History PepsiCo Inc. was formed in 1965 when Pepsi-Cola Bottling merged with salty snack icon Frito...
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...(2006-). global in scope. Steven Reinemund (CEO 2001-2006). Roger Enrico (CEO 1996-2001). Donald Kendall and Herman Lay, Founders. Company Type & Size PepsiCo is a publicly traded company, listed on the NYSE, NASDAQ, and as a component of the S&P 500. In 2010 it had 294,000 employees worldwide. As of November 2011, it had a market cap of $101.02 billion. 1965 Merger with Frito-Lay CEO of Pepsi Cola, and engineer of PEPSICO Merger, Donald Kendal Diversification outside snacks and beverages Acquisition of Pizza Hut, Taco Bell, KFC Acquisition of 7UP, Mug Root Beer, SunChips, Introduction of Aquafina - 1993 Portfolio Reconstruction Roger Enrico, CEO (1996-2001) Wayne Colloway, CEO (1986-1996) "Potato chips make you thirsty; Pepsi satisfies thirst." Donald Kendall on merger. 1970s 1980s ‘Balanced three leg stool’ describes Wayne Colloway, however, strategic fit problems occurs 1990s Bottled water business starts. 1997 Due to several strategic fit problems, restaurant businesses have been spun off to form Tricon, later Yum! Brands. FTC’s bans to jointly distribute Gatorade with Pepsi for ten years. 2001 Acquisition of Quaker Oat Company, Adding Gatorade to arsenal Re-Organization of Structure Steven Reinemund (CEO 2001-2006) 2008 Indra Krishnamurthy Nooyi, Chairman of the Board and CEO (2006-). Three division model. Strategic realignment. Page 2 2. BRIEF SUMMARY OF CASE SITUATION Business or Industry Description Particular Company Situation The case concerns the...
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...EXECUTIVE SUMMARY In the case study, PepsiCo is a producer of carbonated cola drink and was marketing its products in most countries around the world. PepsiCo’s competitor was Coca-Cola. PepsiCo made two acquisitions of Tropicana and Quaker and the view was that there was synergy and economies of scale to be gained. PepsiCo should have had an organisational structure that will enable the achievement of the organisational mission and objectives. The organisation reorganised their structure to a multidivisional structure in a move to exploit the full acquisition potential. A multidivisional structure is most suitable for an organisation that has not got a wide range of products like PepsiCo. The organisation did not experience benefits from the multidivisional structure because PepsiCo had a wide rage of products and different customers. The organisation was structured into divisions and each reporting to the headquarters and there was no synergies and economies of scale gained. PepsiCo revised the organisational structure to a matrix structure. It enabled the organisation to operate in its particular competitive situation at peak effectiveness. At Pepsi they discovered that it was essential to drive the various brands as part of one team. There was less conflict between employees because of the hierarchical setup of the organisation. PepsiCo Beverages became the No 1 liquid refreshment beverage company in measured channels. There was a strategic fit as its strengths in the growing...
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...qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwer...
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...Executive Summary of the board PepsiCo has had consistently positive financial results in a very competitive and price sensitive marketplace. We believe that the company is well positioned to continue to meet its sales and revenue targets while maintaining profit margin. However, we think that in order to remain ahead of our competitors, our investment looking forward needs to be in our greatest asset, our employees. The introduction and roll out of the balanced scorecard method to create an individually responsive and responsible organization that exceeds our upcoming aggressive performance targets. The balanced scorecard is a tool that we believe will align individual objectives with business objectives to ensure the continued success of PepsiCo. The following information describes where we are today as an organization, what the balanced scorecard can do for our organization, and some critical success factors to address during implementation. PepsiCo in brief: PepsiCo was founded in 1965 through the merger of Pepsi-Cola and Frito-Lay. In the year of 1998 PepsiCo then acquired Tropicana and in the year 2001 Quaker Oats and Gatorade. The company consists of four subsections; Frito-Lay North America, PepsiCo Beverages North America, PepsiCo International and Quaker Foods North America. The products are available in 200 countries and even have some brand names that are more than 100 years old. PepsiCo employs 153,000 people that follow a mission, "To be the world's premier consumer...
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...selected production or service organization’s operational efficiency with its operational strategy. Determine three (3) tasks that do not align with the operational strategy. Determine the weaknesses that are evident in each task. PepsiCo, Inc. operates as a food and beverage company worldwide. Through its operations, authorized bottlers, contract manufacturers and other partners, the company makes, markets, sells, and distributes various foods and beverages, serving customers and consumers in approximately 200 countries and territories. The company also owns Frito-Lay company and Quaker Oats. It has bottling and distribution facilities in Asia, North and South Americas, Africa, Europe, and the Caribbean (PepsiCo 2012). PepsiCo’s supply chain management is based on the just-in-time process which allows timely replenishment of their ingredients for processing and bottling (PepsiCo 2012). PepsiCo does not own or operate the bottling and production facilities it relies on, especially in Asia, Africa and Latin America. Recently, due to strong competition in North America, the company made a strategic decision to focus its growth projection on the international market (PepsiCo 2011). This subjects its transportation and supply chain management system at risk to disruption resulting in an adverse impact on its business and financial operations. Some potential risks are: natural disasters (earthquakes, flooding), especially in countries with inferior infrastructure; damage to...
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...PepsiCo’s Diversification Strategy in 2008 PepsiCo. has some important internal strengths. First of all, there is a tight control on the different levels of the supply chain and this has led to great efficiency. Second, there is a huge international exposure, a wide range of products and financially speaking there are impressive revenues. Last but not least, the company has a clever management. As for the opportunities there are many: one example is the potential growth of markets (especially international) or the changing in the customer’s preferences. Threats are represented by intense competition, potential negative government regulations and the decline in carbonated drink sales due to the growth of health-conscious consumers. If we look at the environment in general, PepsiCo operates in a very difficult one: there are high levels of rivalry, threats of substitutes and bargaining power of buyers. However, the company can count on some very important success factors like the ability to forecast trends at both local and global level, the adaptation to consumers’ lifestyle, a great brand image and product innovation and diversification. The first key issue of this case is the low profitability in the international businesses, so a new organizational structure was needed. The recommendation to PepsiCo. is to keep on expanding into the international market and focus on understanding the different consumer taste preferences. In particular, the firm should try to compete...
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...PepsiCo Acquires Quaker Oats The Company PepsiCo is the second largest beverage company in the world. They are internationally known for mostly their snacks and beverages. Being almost one hundred years in the business, they were incorporated in 1919. PepsiCo sells, distributes and markets a large range of these products to more than two hundred territories and countries. They are the top seller of many famous brand names such as Doritos, Lay’s, Pepsi, as well as Gatorade which came about by an acquisition of Quaker Oats in 2011. While the acquisition of Quaker Oats was not only for their beverage products but their food as well, we will be focusing on the beverage industry. The Industry The beverage industry overall does not have a huge threat of new entrants. The capital requirements to enter into this industry are very large in order to compete with the distribution levels and production lines that the biggest companies have already mastered. Not only are these factors present but the cost to purchase the materials such as machinery and modes of transportation are immense. Also the economy of scales that companies like PepsiCo have established in terms of marketing, purchasing and R&D, leave little from for new businesses to compete effectively. Furthermore the fact that to be successful in this industry means in many cases you need to be internationally sold is a huge barrier to entry since government regulation and distribution may be impossible for a smaller...
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...Acquisition Strategy An acquisition strategy consists of a company having the agenda to further its success through acquiring other companies. Through acquisitions companies are oftentimes able to enhance resource strengths to gain a competitive advantage in their respective industries. We are seeing more and more companies with acquisition strategies in recent decades, fast becoming one of the major driving forces in many industries in America. Although acquisition relates more to the management, ownership, and financial arrangements than to corporate strategy, a successful acquisition will result in added or combined resources that lead to substantial competitive capabilities (Gamble 2010, p. 118). There are several reasons for a company to adopt an acquisition strategy: • To fill gaps in its product line • To obtain new technologies as opposed to developing the existing company in order to compete effectively • To expand its geographic coverage • To reduce supply chain costs and become a efficient organization • To lead the industry with a stronger position with combined products and /or resources (Gamble 2010, p. 120) In addition, there are several positive outcomes that an acquiring company might see after acquisition: • Lower costs due to combined personnel and resources • Gained technological knowledge • More or better capabilities...
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...Running head: ENVIRONMENTAL SCANNING Environmental Scanning MGT/498 May 1, 2012 University of Phoenix Environmental Scanning Pepsi and Coca-Cola serve as prime examples of major competitors in the beverage industry and strive to be different although each company produces a similar product. With the popularity of these corporations at the zenith of existence, each one needs to develop and maintain a competitive advantage that will yield results to their favor. For the purpose of gaining a competitive advantage measurement guidelines will need to be implemented to cultivate effective strategic planning and measure the effectiveness of each plan. The intention of this study will be to examine each cola giant in order to describe the internal and external environments of each one and develop an understanding of how each company uses environmental scanning. Furthermore, a discovery of competitive advantages will be uncovered by examining strategies, such as creation of value and sustain, measurement guidelines, and the effectiveness of the measurement guidelines used by each company. Environmental Scan The environmental scan of Pepsi and Coca-Cola will involve monitoring, evaluating, and disseminating of information from the external and internal environments to the key people within the corporations (Wheelen, 2010). An addition, each company will need to evaluate current performance results, review corporate governance, scan and assess the external and internal environment...
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...what is referred to as vertical integration, which takes on two forms: forward and backward integration. Forward integration focuses on the manner in which a company oversees its product distribution. On the other hand, the backward form concentrates on how a company regulates its goods or supplies. 5.1.1 Forward integration Forward integration is a type of vertical integration which a supplier acquires a manufacturer or a manufacturer acquires a distributor. Businesses engage in forward integration either to generate a higher margin from a key input which it owns or produces or to better market its products and increase its profitability. Dr. Gerhard Bester, an Agricultural Research and Development Director, our aim is to ensure PepsiCo has continued access to the key agricultural raw materials necessary to supply growing consumer needs, while respecting the environment and communities involved in producing those raw materials. We strive to make farming more productive while...
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...Case Study #2 Cola Wars Management 5650 Fall 1 October, 17, 2013 Introduction There has been stiff competition between companies that produce similar goods. This competition is alive and well, especially in situations where there is need for a multiple of companies that offer similar goods and services to counter monopoly. However, these wars can take a different turn and bring changes to general operations of some firms (Long & Harding, 1998). Coca Cola and Pepsi are such companies that produce soft beverages, and the wars between these cola firms are far from over. In the recent past, Pepsi has made essential changes in its line of production, and this decision has enabled the beverage firm earn more revenue than Coca Cola. This case study will look at the strategies that both Coca Cola and Pepsi have adopted in their recent operations and the effects of these policies on the two beverage firms’ operations. Pepsi has made use of the application of the Pearce and Robinson Strategic Management Model to outplay Coca Cola in most of its internal strategic operations. This strategic management model has eleven components, and each component plays an important role toward the full implementation of the model as a system (Pearce-Robinson, 2010). Indra Nooyi, the boss at the Pepsi Co. has made several steps to counter Coca Cola’s high quality products. One of her major concern has been to produce less sugary goods at fairly pocket friendly prices. She has applied the eleven...
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...Introduction: This case study will analyse the fast moving consumer goods industry (FMCG) as well as perform firm level analysis for of PepsiCo, a leading global food and beverage company with over $66 billion in net average annual revenues, generated through a global portfolio of diverse and beloved brands. The FMCG industry is a dynamic industry where value capture and value creation are a product of high productivity, strategic branding, strong distribution capacity, and in-depth marketing and communications strategies. The industry is mature and comprised of a number of competitors seeking to expand market share and improve competitive advantage. Our analysis of PepsiCo, as well as the FMCG industry, will focus on a number of the primary elements including the company’s competitive positioning and the market forces that shape the industry. We will use Porter’s industry 5 forces analysis to review the elements that drive positioning. Additionally, PepsiCo’s position and competitive advantage within the industry will be analysed using the “Who, What, How” tools, “VRIO” analysis, “Industry life Cycle” analysis, “Value Chain” and “Value Curve” assessments. INDUSTRY LEVEL ANALYSIS: Fast moving consumer good is one of biggest industry globally it terms of its number of brands and awareness. It is an industry with love brands, i.e. the day to day brands that you love and known forever. The products that wide spread from kitchen to toilets and living rooms to bedrooms...
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...development is to engage training participants in real work with live strategic issues. This delivers a “triple hit” benefit wherein training can achieve development goals; increase participant grasp of and commitment to company strategic goals; and actually produce innovative ideas, solutions and strategies to meet the needs of the business. www.impactinternational.com aligning training with Corporate Strategy exeCutive Summary This whitepaper from Impact International looks at four key challenges that must be addressed by learning organizations to effectively align corporate training with business strategy. Drawing on examples from a number of leading companies, we suggest that the best vehicle for sustainable organization development is to engage training participants in real work with live strategic issues. This delivers a “triple hit” benefit wherein training can achieve development goals; increase participant grasp of and commitment to company strategic goals; and actually produce innovative ideas, solutions and strategies to meet the needs of the business. Since the publishing of Adelsberg and Trolley’s influential 1999 book Running Training Like A Business, which made the case that training departments must evolve from an HR function to a business orientation, it appears that little has changed. In a 2011 update to their original research they concluded that: • Training remains tactical • “Keys” to be strategic are obvious, but the challenge is using those keys to unlock...
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