Open figure viewer
This corporate strategy case shows how PepsiCo stopped worrying about competing with Coca-Cola, figured out what its real business was, and decided how to build its future. Redefining itself as a beverage and snack business, PepsiCo sheds its restaurant business and acquires Quaker and Tropicana. By rethinking the synergistic relationship between the complementary, combined strengths of the merged companies, it strategizes to develop innovative products that will compete in a changing demographic, cultural, and geographical world. Will this strategy work in an increasingly competitive environment?
Keywords:
corporate,
strategy,
innovation,
corporate,
transformation,
corporate,
leadership,
global,
strategy,
change,
management,
Food/Beverage
Copyright © 2002 by the University of Virginia Darden School Foundation, Charlottesville, VA. All rights reserved.
2002
University of Virginia Darden School Foundation
Licensed re-use rights only. To order copies, send an e-mail to sales@dardenpublishing.com. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet or transmitted in any form or by any means—electronic, mechanical, photocopying, recording or otherwise—without the permission of the Darden School Foundation.
You do not currently have access to this content.
