Dekódováno: 1. zpráva PepsiCo o dopadu po DEI – klíčové poznatky, metriky a důsledky

Recommendation: Deploy a cross-functional KPI hub that ties unit performance to currency risk and the economics of franchises, with clear ownership and a Q4 completion target. This approach seriously shortens decision cycles, and the team knows exactly which levers move the bottom line.

The briefing provided a granular market split, with singapores contributing an accelerating share of revenue and currency risk that foreign-denominated channels confirm remains material. Popular SKUs drive margin, while junk items are targeted for removal. The team should address customer queries proactively, with dashboards that show unit economics and franchises across the network, ensuring each franchise can retain margin and stay within risk limits.

Action should prioritize brownfield fixes in high-potential markets and retool supply lines and retail formats to lift unit economics. In midland regions, partners stay engaged when returns are clear, and the team should retain capacity to push private-label and popular SKUs rather than sustain junk inventory. For channels that are struggling, pivot away from low-velocity items to proven winners, reducing the data reef that slows completion. Set a finals milestone for renegotiations with suppliers, so each hits to gross margin stays on target and signals to a tycoon-level investor that the business stays on track and not drifting into risk.

Governance and cadence: assign a unit owner in each region, set quarterly milestones, and align with treasury on currencies, including foreign-denominated exposures. Track a concise metrics set, including completion rates, hits to profitability, and customer satisfaction. Use a rapid, data-driven cadence to compound value–pounds of incremental revenue from optimized pricing and packaging will be a clear signal to stakeholders and even a tycoon-level observer. The team should provide monthly updates to executives with targeted queries that translate into immediate actions, balancing speed with compliance and avoiding a long-tail backlog.

PepsiCo Post-DEI Impact Report: Plan & Daypart Strategy

Recommendation: initiate piloting in three markets with a daypart-driven purchasing plan, supported by a state-of-the-art data table and a capitalisation package of r35m allocated to minority-owned suppliers; embed governance through boards and a standalone development unit; ensure representation on awardees and a linked reporting loop that derives findings and deposits incremental value into the shared strategy.

1. Market scope and selection: malay-speaking market segment, a kingdom market, and a developing economy with robust beverage demand; duration 12 weeks; deploy in-market teams and supplier panels; apply a stop-work clause if critical compliance breaches are detected; track local jobs impact.
2. Daypart design: define four primary blocks (early-morning, midday, late afternoon, evening); align media spend with block demand: 40%, 30%, 20%, 10%; measure device-based in-store signals and online interactions; produce a table of lift by daypart to guide continued piloting.
3. Governance and representation: establish boards with equal voice for awardees and incumbent leadership; create a standalone procurement unit; require regular updates to a shared dashboard accessible to internal stakeholders and select external partners; link procurement outcomes to representation goals across minority-owned suppliers.
4. Supply chain ethics and risk controls: implement robust due diligence to prevent crimes and forced labor; institute 0-tolerance codes; require corrective actions and potential stop-work terms for violations; extend monitoring to mining origins where relevant; safeguard local jobs and community prosperity.
5. Measurement, data, and reporting: build an integrated table that derives findings from purchasing activity, daypart performance, and supplier diversity; ensure the data is deposit-ready for annual reviews; share links with boards and awardees; use device data to validate outcomes.
6. Capital planning and impact: allocate r35m to capitalisation initiatives focused on minority-owned vendors; set milestones for capability-building, supplier onboarding, and revenue growth; track representation across markets and measure progress toward noble inclusion goals; maintain ongoing feedback loops to refine the plan.

Additional notes: maintain a continuous improvement cadence; ensure malay and kingdom markets are included in the next cycle; provide ongoing piloting support and adjust dayparts based on seasonal demand shifts; maintain a clear link from field results to board decisions.

Identify high-potential beverage categories by daypart

Target morning and after-work dayparts with a tight, data-led lineup: RTD coffee and protein shakes for the 7–9 a.m. window; midday hydration with functional waters; and a lounge-friendly option for the 6–9 p.m. slot. A syndicate z firms se setkává to map a portfolio řízený podle domy a workers, s mluvčí signaling potential. The plan prioritizes illinois distribution and adjacent markets.

Manufacturing and sourcing: cane sugar from canegrowers via a local mill; sunopta inputs for plant-based bases; čip-enabled packaging supports traceability; sterilisation protocols run on lines to protect product safety, including cornea-safe labeling in consumer materials. The plan is tied to four data points: unit sales, repeat rate, morning vs. afternoon demand, and domy vs. out-of-home usage.

Supplier strategy centers on cane-derived bases: canegrowers a mill supply cane sugar; sunopta for plant-based inputs; perficient supports analytics to optimize daypart performance. Curtis a Schultz lead governance and voted to tighten sterilisation checks, ensure closed-loop packaging, and reduce supply risk. Create deals with retailers and foodservice partners, including sweetgreens, lounge concepts, and limited-edition do-nuts pairings, while supplying remains steady in illinois markets. Monitor fines risk through labeling and safety compliance, and adjust contracts accordingly.

Execution steps include a targeted pilot in select channels, phased expansion, and alignment with society’s push for healthier options. Test sauce pairings and snack hybrids, set pricing and packaging trials, and track outcomes via data points to refine the go-to-market. Maintain supply chain resilience and ensure compliance to minimize risk and protect long-term growth in homes and consumer-centric channels.

Link DEI‑driven insights to menu diversification tactics

Recommendation: Launch a DEI-informed framework that channels signals from diverse guest groups into menu diversification tactics. Build a 90-day cadence to translate signals into concrete item concepts, supplier changes and pricing tiers. Run pilots in Wisconsin and in hotel dining rooms, plus a café concept with a brew lineup to test culturally resonant flavors across occasions.

Data sources: tons of qualitative interviews, observed dining patterns, and scoutpro dashboards; collect quoted feedback from frontline managers and guests; map concepts to products and categories such as snacks, beverages and meals; require certificates of diligence for key ingredients and traceability across suppliers.

Supply and ingredients: assess sawit footprint in palm-derived inputs; hedge commodity exposure by diversifying suppliers and integrating local producers; prioritize minimally processed base ingredients and keep packaging and lighting aligned with the dining experience in hotels and cafés; align brew programs with cultural cues.

Execution: Taylor and McLaren lead market pilots; Sofyan handles procurement and supplier relationships; found opportunities include co-branded items with regional partners and with chains like dickeys; a pilot scheme launches two SKUs per market, with café and brew variants, targeting impacted guest segments; measure acceptance via tasting sessions and sales mix.

Governance and impact: establish a cross-functional managers committee; run quarterly reviews; donates to community programs; reflect everything from sourcing to customer experience; maintain a steady cadence, though scalability should be kept in mind; plan a next wave of launches and capture feedback from visited locations to drive continuous improvement.

Model revenue uplift: daypart-focused scenario planning

Recommendation: implement daypart-focused scenario planning to quantify revenue uplift across core windows, aiming for a 4–7% lift in peak hours and a 2–4% lift in shoulder periods, with a staged rollout across markets.

The approach combines data from in-store sales, digital orders, and device-based touchpoints to map dayparts with precision. The complexity is non-trivial, so start with a back-of-the-envelope model and then incrementally improve using real records. The team explores pricing ladders, bundles, and loyalty perks tailored to each window. Teams themselves test scenarios and iterate. Engage a trusted vendor and secure licenses for the scenario engine, ensuring the globe can test across residential and non-residential occasions, including family gatherings and kids’ events. Wahab leads engineering and Idul coordinates analytics; together they drive a beta phase and prepare a reveal of the first results for leadership.

The plan relies on removing data silos and optimizing integration with marketing, sales, and supply systems. This lens covers businesses across channels and regions. Key drivers include discounting intensity, device-based targeting, and product placement. The model tracks thing such as win-back rates, seasonality, and channel mix, then calibrates using historical records and live streams. Roles are assigned to marketing, ops, and finance; each owns a slice of the forecast and maintains a living beta. Data quality must be beefed up with checks and governance, and licenses renewed where needed.

Operational controls cover vendor management, shareholding alignment with local teams, and a clear path for removing friction between planning and execution. The plan identifies the devices and smartasset tagging used to monitor performance, and it keeps a running reveal of performance by region so executives see the story in near real-time. It also strengthens governance around integration with marketing and sales tech stacks, and addresses potential conflicts with partner shareholding. The model goes beyond miracles; it requires disciplined scenario planning, iteration, and continuous improvement.

Short-term actions: lock the beta in 3–5 markets, finalize the daypart taxonomy (morning, lunch, dinner, late-night), and set thresholds for action. Medium term: expand to all regions, adjust discounting by window, and align shareholding interests with local partners. Long term: institutionalize the approach as a core growth driver, connect to broader business planning, and review outcomes against a baseline to quantify uplift across globe.

Design pilot tests: SKU mix, slots, and pricing across channels

Recommendation: initiate a six-week pilot across East markets and national platforms using a refined SKU mix, three pricing tiers, and a two-slot configuration per channel. The aim is to deliver actionable signals by week four and enable scaling to multiple country markets with a single data backbone. Partner with a few key caterers, including wienerschnitzel, to validate cross-channel appeal and gather real-world constraints.

The SKU design centers on eight core items, four add-ons, and two seasonal tests, with concentrate variants tracked separately to reveal interaction effects between base lines and promos. Allocate primary holders for high-velocity SKUs and secondary waffle holders for trial items, ensuring that shelf space reflects category priorities while remaining easier to adjust. Ensure the fourth week yields a clear winner among combinations, reducing hazy assumptions as scaling begins.

Pricing experiments should run three levels: baseline, targeted uplift, and promo-lift scenarios, applied consistently across platforms. Use a common vehicle for data capture–daily sales, margin contribution, expiry risk, and damage events–so results are comparable across channels and forms. The platform should support dynamic price tests while preserving channel fairness and avoiding cannibalization, with insights delivered-invaluable for both East and national teams.

Governance involves advanced corp teams and regional cadres working amongst refined playbooks. Align with rajawali-sourced inputs for supply reliability, ensure minimal damage to bonds with retailers, and document expiry windows and shelf obligations by channel. Track country-level adoption curves and identify a winning configuration that can be rolled out with formal contracts rather than ad hoc arrangements.

Execution practicality centers on scalable steps: (1) lock the SKU mix and slot plan; (2) standardize price bands and promo mechanics; (3) pilot with a limited but representative set of channels, including catering channels and retail partners; (4) monitor weekly indicators and adjust piecewise. The result should be a concrete, replicable blueprint that makes scaling to broader platforms easier and accelerates decision-making across the corp ecosystem.

Operational playbook: supply, training, and store-level execution

Recommendation: Establish a standalone supply ring anchored by a regional hub, with a 60-day supplier onboarding cadence, updated permits verification, and a transparent pricing framework. This approach aims to cut stockouts by 20% and reduce landed costs by 12% within six months, while boosting service levels in uptown and arizona outlets and across slovakia-linked routes. Looks resilient against thin margins when paired with disciplined governance and staged ramp-up.

The training program comprises three offerings: core store operations, safety and compliance, and demand-driven merchandising. comprising bite-sized lessons delivered weekly through cafe-style microlearning, followed by on-the-job coaching and quarterly content updates. A marketer-led assessment cycle tracks progress and uses updated data from shrink, out-of-stocks, and order accuracy to calibrate coaching. ROI indicators include reduced cycle time, increased order fill rate, and boosted decision speed.

Store-level execution requires a defined operational ring with clear accountability. The supply team in regional hubs ensures commodities and livestock are stocked to meet demand; store teams in uptown locations and cafe outlets implement standardized shelf layouts and offerings. Promotions follow a marketer-approved calendar, with price checks and inventory reconciliations completed twice weekly. In parallel, industry-owned sites adopt a uniform planogram, and permits are verified before every new display. A thin-margin scenario is addressed by tighter forecast accuracy and routine turnover reviews in arizona and melayu markets, with journalists conducting market checks to validate on-site execution. A quarterly trophy recognizes the top-performing store.

Governance and data: updated dashboards track data points such as fill rate, on-shelf availability, and lead times from suppliers; boosted transparency supports faster turnaround when disruptions occur. The plan aims to boost shareholding in strategic suppliers to 25%, strengthening alignment and risk management. The post-dei context requires disciplined communication; journalists in the market feed field teams with timely findings, while melayu and arizona squads maintain a lean operating rhythm to sustain performance across commodities, including livestock, and offerings across Slovakia-linked routes. This structure supports a robust, scalable operation that looks to deliver consistent results across standalone and industry-owned outlets, with clear incentives like a trophy program to sustain focus.