Some Of The Slogans Of Pepsico Business Essay
"Profit is where PepsiCo’s responsibility begins, not ends."
Throughout our long history of delivering profit and performance for shareholders, a deep sense of purpose has been embedded in everything we do. It represents the fundamental commitment we have embraced for years — to give back as we grow. This is a continuing journey that spans three major areas of focus — human sustainability, environmental sustainability and talent sustainability.
Country of origin
Pepsi-Cola is a carbonated beverage that is produced and manufactured by PepsiCo. It is sold in stores, restaurants and from vending machines. The drink was first made in the 1890s by pharmacist Caleb Bradham in New Bern, North Carolina. The brand was trademarked on June 16, 1903. There have been many Pepsi variants produced over the years, including Diet Pepsi, Crystal Pepsi, Pepsi Twist, Pepsi Max, Pepsi Samba, Pepsi Blue, Pepsi Gold, Pepsi Holiday Spice, Pepsi Jazz, Pepsi X (available in Finland and Brazil), Pepsi Next (available in Japan and South Korea), Pepsi Raw, Pepsi Retro in Mexico and Pepsi Ice Cucumber in Japan.
The word Pepsi comes from the Greek word "Pepsi" which is a medical term, describing the food dissolving process within one's stomach. It is also a medical term that describes a problem with one's stomach to dissolve foods properly.
Another theory is that Caleb Bradham and his customers simply thought the name sounded good or the fact that the drink had some kind of "pep" in it because it was a carbonated drink, they gave it the name "Pepsi".
In 1903, Bradham moved the bottling of Pepsi-Cola from his drugstore into a rented warehouse. That year, Bradham sold 7,968 gallons of syrup. The next year, Pepsi was sold in six-ounce bottles and sales increased to 19,848 gallons. In 1924, Pepsi received its first logo redesign since the original design of 1905. In 1926, It was made of carbonated water, sugar, vanilla, rare oils, and kola nuts. Whether the original recipe included the enzyme pepsin is disputed.
the logo was changed again.
A large advertisement made to resemble a Pepsi cup at the theme park, Nickelodeon Universe inside the Mall of America.
The first of many new designs of Pepsi cans which were released in 2007.
In 1975, Pepsi introduced the Pepsi Challenge marketing campaign where PepsiCo set up a blind tasting between Pepsi-Cola and rival Coca-Cola. During these blind taste tests the majority of participants picked Pepsi as the better tasting of the two soft drinks. PepsiCo took great advantage of the campaign with television commercials reporting the test results to the public..
In 1996, PepsiCo launched the highly successful Pepsi Stuff marketing strategy. By 2002, the strategy was cited by Promo Magazine as one of 16 "Ageles Wonders" that "helped redefine promotion marketing.
In 2007, PepsiCo redesigned their cans for the fourteenth time, and for the first time, included more than thirty different backgrounds on each can, introducing a new background every three weeks.
Some of the slogans of PEPSICO:
1939: "Twice as Much for a Nickel"
1950: "Any Weather is Pepsi Weather"
1961: "Now It's Pepsi for Those Who Think Young"
1981: "Pepsi's got your taste for life" It was made of carbonated water, sugar, vanilla, rare oils, and kola nuts. Whether the original recipe included the enzyme pepsin is disputed.
1984: "The Choice of a New Generation"
1992: "Be Young, Have Fun, Drink Pepsi"
1995: "Nothing Else is a Pepsi"
1998: "Yeh Dil Mange More"
2003: "It's the Cola"/"Dare for More"
2005: "Wild Thing"/"Ask For More
2007: "More Happy"/"Taste the one that's forever young"
Rivalry with Coca-Cola:
According to Consumer Reports, in the 1970s, the rivalry continued to heat up the market. Pepsi conducted blind taste tests in stores, in what was called the "Pepsi Challenge". These tests suggested that more consumers preferred the taste of Pepsi (which is believed to have
more lemon oil, less orange oil, and uses vanillin rather than vanilla) to
Coke. The sales of Pepsi started to climb, and Pepsi kicked off the "Challenge" across the nation.
In 1985, The Coca-Cola Company, amid much publicity, changed its formula. Some authorities believe that New Coke, as the reformulated drink came to be known, was invented specifically in response to the Pepsi Challenge. However, a consumer backlash led to Coca-Cola quickly introducing a modified version of the original formula (removing the expensive Haitian lime oil and changing the sweetener to corn syrup) as Coke "Classic".
Overall, Coca-Cola continues to outsell Pepsi in almost all areas of the world. SIt was made of carbonated water, sugar, vanilla, rare oils, and kola nuts. Whether the original recipe included the enzyme pepsin is disputed.
audi Arabia, Pakistan (Pepsi has been a dominant sponsor of the Pakistan cricket team since the 1990s), the Canadian provinces of Quebec and Prince Edward Island and the U.S. states of Michigan and South Carolina are the exceptions
Pepsi-Cola contains basic ingredients found in most other similar drinks including carbonated water, high fructose corn syrup, sugar, colorings, phosphoric acid, caffeine, citric acid, and natural flavors. The caffeine-free Pepsi-Cola contains the same ingredients minus the caffeine.
The original Pepsi-Cola recipe was available from documents filed with the court at the time that the Pepsi-Cola Company went bankrupt in 1929. The original formula contained neither cola nor caffeine.
OUR GLOBAL LEADERSHIP TEAM:
Our PepsiCo Executive Committee provides a solid bench of leadership talent, with over 415 years combined PepsiCo experience. We are also continually feeding and developing the leadership pipeline with our Leadership Development MBA internship program, through our annual "Ring of Honor" sales awards and leadership development program, our Multicultural Inclusion Summit, and by hiring the very best experienced leaders into strategic roles. And our new organizational structure provides more executives with the opportunity to run large businesses and gain global operating experience. Our leadership team is ready to instill the best of PepsiCo across all of our divisions and geographies to generate profitable growth, expand our global presence and continue our journey for Performance
Nourishing our consumers with a range of fun and healthy products, and making the healthful choice an easier choice.
Replenishing the natural resources we can, and minimizing the impact we have on our environment.
Cherishing our employees, and making PepsiCo the most desirable place for people of all backgrounds to establish personal and professional growth.
PepsiCo has made considerable progress on each of these priorities, from our industry-leading product labeling with the Smart Spot program in 2004, to last year’s purchase of renewable energy certificates, to our 2008 launch of PepsiCo University to develop tomorrow’s multicultural/multigenerational leade PepsiCo’s mission is "To be the world's premier consumer products company focused on convenient foods and beverages. We seek to produce healthy financial rewards to investors as we provide opportunities for growth and enrichment to our employees, our business partners and the communities in which we operate. And in everything we do, we strive for honesty, fairness and integrity."
INTRODUCTION OF HRM:
An HRMS is an important support tool for staffing personnel to: identify human resources needs and priorities; effectively and efficiently filling these needs now and into the future; and, present a professional public image.
Staffing specialists often see their jobs as consisting of the functions outlined in the boxes of level 3 of the staffing model.
In earlier classes we have discussed the importance of human resources personnel adopting a broader perspective of their domain.
Staffing is no exception.
STRATEGIC ISSUES IN STAFFING:
NEED FOR A STRATEGIC FOCUS:
Staffing specialists must understand the external labour market, as well as its socio-demographic context, and evolving legal requirements. This is necessary if effective and efficient recruitment strategies are to be developed, in accordance with organizational needs, and legislative requirements, such as pay or employment equity.
HRMS IN STAFFING:
An HRMS must be structured to contain information, do analyses, and prepare reports that are useful in the organization's larger strategic planning processes. The nature and form of this support, information, analyses and reports should depend on organization requirements.
HRMS REQUIREMENTS FOR STAFFING:
The organization's human resources requirements should be reflected
in job descriptions. In keeping with employment equity legislation, the minimal criteria (e.g., skill, experience, qualifications) required for each position are recorded on these job descriptions as "bona fide occupational requirements" Essential job profile information on each position in the organization may be contained in the HRMS position module.
When a vacancy is determined, and hiring is authorized, staffing specialists should check to ensure that job descriptions/job requirements for the position are there and up-to-date. This information, along with documented bona fide occupational requirements is then incorporated into a job posting along with any advertising that may need to be done depending on how widely it is felt that the jobs should be advertised.
Some organizations may fill greater or lesser proportions of their vacancies through internal promotion. Such decisions may be made on the basis of information from succession planning supported by documented performance and personnel evaluation information.
HRMS INFORMATION FOR STAFFING:
All recruiting and selection processes should be conducted objectively and fairly, based on BFORs: to ensure the most effective use of human resources;
To fulfil employment equity requirements; and,
To ensure morale and confidence is maintained in the system - i.e., to ensure that what is done is not only fair and objective, but that it is seen as being fair and objective.
Once the individual is selected, he or she will normally pass through an orientation phase in which the individual will accept a formal letter of offer, be briefed about and signed on to benefits programmes, be entered on payroll, etc.; prior to being employed on-the-job. All of these may be automated with to a greater of lesser extent, with the support of an HRMS.
Staffing is a very dynamic area in many organizations, The quality of selection decisions is improved when individuals have access to feedback as to the consequences of their decisions, in this case, the performance in training, or on the job, of the individuals that they were involved with assessing, or selecting.
STEPS IN THE STAFFING PROCESS OF PEPSICO:
Effective Interview process of pepsico:
Plan the interview
Structure the interview
Delay your decision
Close the interview
GUIDELINES FOR INTERVIEWEES:
According to HRM manager of pepsico following guidelines should be followed by the interviewees:
Make a good first impression
Uncover the interviewer’s real needs
Relate your answers to the interviewer’s needs
Think before answering
Watch your nonverbal behavior
Providing new employees with basic information about the employer, such as vacation policies, work rules.
The process of providing new employees with information they need to do their jobs satisfactorily.
Training Program Steps…
Evaluation and follow-up
Evaluating an employee’s current or past performance in relation to the performance standards for the position.
Typical Performance Appraisal Method
A graphic rating scale that lists several job characteristics (like quality of work) and provides a rating scale (from outstanding to unsatisfactory), along with short definitions of each rating.
Employee Appraisal Methods:
Critical Incidents Method…
Compiling brief examples of good/bad performance, and using them to support appraisal and development needs.
Forced Distribution Method…
Placing predetermined percentages of rates into performance categories.
HR SERVICE EXPECTATIONS OF PEPSICO:
The key variable affecting the staffing ratio is the expected level of service and support to be provided by the HR Department. This is where we begin to discuss the relationship between how a business addresses the more intangible aspects of HR management, and the subsequent affect on staffing.
To provide a relative context for the discussion we have defined two levels of HR service in this organization:
At this level, the HR department is primarily concerned with maintenance, compliance, and administrative tasks. HR is reactive, responding upon demand to legal changes and management and employee needs, but seldom initiating activity.
At this level, core functions should be handled efficiently and effectively, meet state and federal employment regulations, and be designed to minimize liability for the company.
The HR Department is expected to provide administrative support for management and employees and provide some counsel to management in appropriate personnel actions. This assumes timely response to employee requests for information, and prompt filing of documents and preparation of various HR reports.
Typical their HR maintenance activities includes…
Interpreting policy and answering employee questions or concerns regarding benefits, payroll, etc.
Administering employee benefits and insurance
Processing new hires and terminations
Maintaining employee files
Tracking basic personnel data such as vacation, leave of absence, etc.
Preparing government required reports and distribution of personnel related memorandum
Conducting some activities to minimize risk to the organization, and initiating performance improvement activities to a limited extent
Administering a salary program
Providing basic counsel to individual managers and supervisors about performance related issues among their subordinates.
Full Range HR Management:
At the full range level, their HR activities broaden to include development implementation of programs to support the overall growth of the organization, productivity improvement, and employee relations. The HR department proactively initiates activities to minimize risk to the organization and it drives a range of performance improvement activities.
Their Typical full range activities includes…
Participating in business planning activities; providing "what-if" assessments on various scenarios, e.g., growth or merger
Coordinating and/or conducting management and supervisory skills training as well as technical training
Designing and implementing employee performance improvement and communications programs
Initiating organizational development activities such as career planning and succession charting
Providing in-depth counsel to managers and supervisors regarding subordinate performance problems
Providing statistical and other data to determine trends and identify problems as they emerge among the employee population.
Staffing Progression in the Human Resources Department 0f PEPSICO:
Our discussion so far has addressed general factors that influence the size of the HR staff, but we've not yet talked about the structure of the department and how that typically progresses as the organization grows.
While businesses of different sizes will have different needs and different budgetary capabilities, typically in a small company the first HR positions within the department would include the following. These positions and the progression that follows assume a Full Range approach.
HUMAN RESOURCE DIRECTOR:
Manages and personally handles the entire day-to-day HR function; establishes policy; handles employee relations; handles stock/executive compensation programs; oversees or conducts sensitive investigations.
Coordinates/transmits payroll; maintains employee history files; assists in department programs such as benefits sign-ups; special events; performs routine clerical functions
As the company continues to grow, the next positions to be added would likely be the following, plus appropriate levels of administrative support. The addition of these positions tends to be incremental and varies depending upon the order in which the need becomes apparent.
As the department grows, the HR Director's position assumes incrementally greater focus on the strategic and tactical aspects of HR management, and less on personal performance of day-to-day administrative tasks.
BENEFITS AND COMPENSATION MANAGER:
Handles benefits administration; handles vendor relations; assesses cost effectiveness; maintains rate/range structure; approves non-officer compensation; resolves problems
Manages employee training; assesses needs; establishes methodology/curriculum; coordinates vendors; ensures training meets objectives
Manages staffing plan; establishes target candidate profiles; conducts search personally or coordinate vendor assistance; interviews; assists in selection; coordinates offer process
The final positions to be added to round out the HR function would include:
Training Representative (eliminate at Maintenance Level unless industry requires significant technical or other training and/or record keeping.)
Assists in coordination of training programs; coordinates set-up; notifies attendees; records attendance; maintains data base; works with vendors as needed
Employee Programs Representative:
Administers employee achievement and recognition programs; coordinates luncheons/dinners/ special events; notifies attendees; maintains records of awards, nominations
THE USE OF TESTS AND INVENTORIES IN SELECTION:
Organizations evaluate and select job candidates on the basis of the result of psychological measurements. The term measurement is used here in the broad sense to include tests and inventories. Tests are standardized measure of behaviors (e.g.; math, vocabulary) that have right or wrong answers, while inventories are the standardize measures of behaviors (e.g.: interests, attitudes, opinions) that do not have right or wrong answers. Inventories can be falsified to present an image that a candidate thinks a perspective employer is looking for. Tests can not be falsified. In the context of personnel selection, tests are preferable for obvious reasons. Inventories are probably best use for purposes of placement or development because in these contexts their is less motivation for a job candidate to present an image other than what he or she really is. Nevertheless we will see, inventories have been used (with modest success) in selection. Following is a brief description of available methods and techniques, together with an assessment of their track to date.
MENTAL ABILITY TESTS:
The major types of mental ability tests used in business today include measures of general intelligence, verbal, nonverbal, and numerical skills, spatial relations ability (the ability to visualize the effects of manipulating or changing the position of objects), mechanical information and inductive reasoning (the ability to draw general conclusions on the basis of specific facts). For administrative convenience and for reasons for efficiency, many tests today are administrated on personal computers. While there are obvious advantages to computer based tests, it is important to ensure that they measure the same characteristics as the paper and pencil versions of the same tests.
With respect to the selection of managers, research indicates that successful managers are forecast most accurately by tests of their intellectual ability by their ability to draw conclusions from verbal or numerical information and b their interests. Further research has found other two types of mental abilities that are related to successful performance as manager; fluency with words and spatial relations ability.
OBJECTIVE, PERSONALITY AND INTEREST INVENTORIES:
Objective, personality and interest inventories provide a clear stimulus, such as statements about preferences for various ways of behaving, and a clear set of responses from which to choose. Here is an example of an objective measure of personality the examinee’s task is to select the alternatives that are most (M) and at least (L) descriptive of herself or himself:
Prefers to get up early in the morning M L
Doesn’t get enough exercise M L
Follows a well balanced diet M L
Does not care for popular music M L
Ever since a large period this organization has used objectives, personality and interest inventories as part of a larger executive battery of measures to predict management success. It has done so very successfully. Measures of general activity have proved especially accurate as have measures of conscientiousness, dependability, imagination, ambition and sociability. In fact when job analysis information is used explicitly to select personality measures, their average validity is a respectable.
PERSONAL HISTORY DATA:
On the basis of the assumption that one of the best predictortors of what a person will do in future is what he or she has done in the past, biographical information has been used widely and successfully as one basis for staffing decisions. As with any other method, carefully, competent research is necessary if BIO DATA are to prove genuinely useful as predictors of job success.
Many professionals resist taking pre employment tests, arguing MY RECORDS SPEAK FOR ITSE. The accomplishment record inventory, a bio data instrument, lets those records speak systematically. Job candidates describe their accomplishments, in writing, in each job dimension that job analysis shows to be essential. The approach is legally defensible, results oriented, and highly job related, and it elicits unique, job relevant information from each person. Not surprisingly, therefore, it is getting lots of attention.
Employment interviewing is a difficult mental and social task. Managing a smooth social exchange while instaneously processing information about a job candidate makes interviewing uniquely difficult among all managerial tasks. This organization considers these following factors in setting up a best interview system:
Determine the requirements of the job through a job analysis that considers the input of then incumbent along with the inputs of the supervisors and the HR representatives.
To know what to look in an applicant, focus only on the competencies necessary for the job. Be sure to distinguish between the entry level and the full performance competencies.
Screen resume and application forms by focusing on (1) key words that match job requirements, (2) quantifiers and qualifiers that show whether applicants have these requirements, and (3) skills that might transfer from previous job to the new job.
Develop interview questions that are based strictly on the job analysis results, use open ended questions( those that can not be answered with a simple yes or no response), and use questions relevant to the individual’s ability to perform motivation to do good job and over all fit with the firm.
Consider asking "what would you do if…" questions. Such questions constitute the situational interview, which is based on the assumption that a persons expressed behavioral intensions are related to subsequent behavior.
Conduct the interview in a relaxed physical setting. Begin by putting the applicant at ease with simple questions and general information about the organization and the position being filled. Through out note all non verbal cues such as "body language" and type of facial expressions as possible indicators of the candidate’s interest in and ability to do the job.
To evaluate applicants develop a form containing a list of competencies weighted for over all importance to the job and evaluate each applicant relative to each competency.
A systematic interview developed along these lines will minimize the uncertainty so inherent in decision making that is based predominantly on "Gut feeling."
WORK SAMPLE TESTS:
Work sample or situational tests are the standardized measures of behaviors whose primary objectives is to assess the ability to do rather than the ability to know. Such tests may assess the motor skills, involving physical manipulation of things, or verbal skills, involving problem situations that are primarily language oriented or people oriented. Since work samples are miniature replicas of actual job requirements, they are difficult to fake, and they are unlikely to lead the charges of discriminations or invasion of privacy. Two types of situational tests are used to evaluate and select managers:
In which participants are placed in a situation where the successful completion of tasks requires interaction among the participants.
In which participants complete a task independently.
In the staffing of an organization, it is important to consider its developmental stage- embryonic, high growth, mature or aging- in order to align staffing decisions with business strategy. It also is important to communicate an organization ’s culture, research shows that applicant will consider this information, if it is available to them to, choose among jobs. In order to use selection techniques meaningfully, organizations must specify the kinds of competencies that are necessary for success.
Organization commonly screen applicants through recommendations and reference checks, information on application forms, or employment interviews. In addition some firms use written ability or integrity tests,
work-sample tests, drug tests, polygraph examinations or handwriting analysis.
The research literature indicates that the most effective ones have been mental ability tests, objective personality and interest inventories, personal history data and situational test. Projective techniques and leadership ability tests have been less effective. Key advantages of the method are its high validity, fair evaluation of each candidate’s ability and flexibility.
Recent research indicates, at least for ability tests, that accurately forecast performance on a particular job in one situation will also forecast performance on the same job in other situations.
In choosing the right predictors for a given situation, pay careful attention to four factors:
The nature of the job
The estimated validity of the predictor(s)
The selection ratio
The cost of predictor(s)
Doing so can pay handsome dividends to organizations and employees alike.