This corporate strategic management case demonstrates how Pepsico quit agonizing over rivaling Coca-Cola, made sense of what its genuine business was, and chosen how to assemble its future. Reclassifying itself as a drink and nibble business, PepsiCo sheds its eatery business and secures Quaker and Tropicana. By reexamining the synergistic relationship between the corresponding, joined qualities of the consolidated organizations, it strategizes to create imaginative items that will contend in an evolving demographic, social, and geological world. Will this method work in an undeniably focused environment?
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