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  2. 2. SEQUENCE Part I: PepsiCo Inc & Pakistan MaliK Waqar Hassan Awan 27914 Part II: Competitive Analysis Tajjamal Husnain 28479 Part III: PepsiCo Inc Operations in Pakistan Sarfraz Ahmed 28493 Part IV: Going Forward – Marketing Strategy Zafar Babur 20311
  4. 4. INTRODUCTION PepsiCo - a Conglomerate & Multinational Manufacturer: (soft drinks, food items, snacks and different types of juices) Revenue: $70.37 Bn, Operating Income: $10.29 Bn, Net Income: $7.353 Bn & Number of Employees: 267,000 July 1991 – Task of Pepsi Cola West Asia VP & CEO, Pakistan: Develop a strategy to grow share & profitability across PCI sales but focusing particularly on 7-Up Shift Of Pepsi Cola Focus to its Global Brands Since acquiring 7- Up International in 1986, all marketing & technical support for Pepsi’s local Pakistani brand, Teem was withdrawn
  5. 5. INTRODUCTION Teem’s Success in Pakistan Posed Important Question • How should the soft drink be positioned • Despite loss of international support, should investment in it continue Priority for Mustafa With PepsiCo’s acquisition of 7-Up Intl - Need to arrange merger of 7-Up & PCI bottlers in Pakistan Essential Requirement Develop ability to coordinate strategies across all bottlers producing PCI brands in Pakistan Challenge for Mustafa Need to make important decisions about Teem - developing a brand strategy & marketing plan
  6. 6. Achievement & Next Requirement • August 90: merger of 7-Up & PCI bottlers in 3 regions • Need to convince remaining 7-Up bottlers to sell their plants to PCI bottlers Mustafa’s Next Step & Likely Issues • Persuade bottlers to adopt updated product line • Expected resistance as “Teem” being strong Pakistani brand had outsold 7-Up in some regions INTRODUCTION
  7. 7. PART – I PepsiCo Inc & Pepsi Cola Pakistan
  8. 8. • The soft drink Pepsi was developed by Caled Bradham, a pharmacist and businessman from Duplin County, North Carolina • He coined the name "Pepsi-Cola" in 1898 while marketing the drink from his pharmacy in New Bern, North Carolina. • As his drink gained popularity, Bradham founded the Pepsi-Cola Company in 1902 and registered a patent for his recipe in 1903. • The company was incorporated in Delaware in 1919 (source: PepsiCo Wikipedia google). BACKGROUND OF PEPSI
  9. 9. • Ex-Chairman Of NetSol Technologies, Irfan Mustafa occupies the position of Chairman at Kfc Pakistan, • He is also Director & Partner at Taco Bell and Amazon.com LLC. • He is also on the board of director of 5 other companies. Chief Leadership & Development Officer at Yum! Brands. • Mr. Mustafa received an MBA from Institute of Business Administration, an undergraduate degree from the University of the Punjab and an MBA from the University of Karachi BRIEF PROFILE CEO PEPSI COLA PAK & VP PEPSICO IRFAN MUSTAFA
  10. 10. • Source of information and data collection of this study are; Interviews of Irfan Mustafa (west Asia area vice president & CEO Pepsi Cola Pakistan Incorporated (PCI) or data provide by PCI. • 1956, Pepsi Cola was produced by 149 bottlers in 61 foreign countries. In 1972, Pepsi sealed a production agreement with the Soviet Union and then, in 1981, reached a bottling agreement with the People’s Republic of China Pepsi Cola International accounted for almost $1.5 billion in net sales and close to $94 million in operating profit in 1990. PEPSI COLA PAKISTAN
  11. 11. PEPSICO INC • Pepsi was owned by parent company PepsiCo Inc in 1990. • At that time PepsiCo was a Brand that available is almost 150 countries and the retail sale volume is $44 Billion in 1990. • Net sale is almost $18 Billion and Income was $1 Billion in 1990. • In 1990, PepsiCo numerous food and beverage brands were available in nearly 150 countries and accounted for an estimated $44 billion in retail sales. Net sales were almost $18 billion and net income was over $1 billion. • Continue…………………. PEPSICO INC
  12. 12. • In 1990, PepsiCo operated in three markets as below and had good year growth in 1990 in all of its three markets; • Soft Drinks : Pepsi Cola Company and Pepsi Cola International ( Double Digit Growth 14% ). • Snack Foods : Frito Lay Inc. and PepsiCo Foods International ( Double Digit Growth 16% ). • Restaurants : Pizza Hut, Taco Bell, And Kentucky Fried Chicken( Double Digit Growth 26% ). • One out of every five sales dollars was transform outside the USA. 2 3 1
  13. 13. Soft Drinks: Pepsi Cola Pakistan • Pepsi Cola International represented PepsiCo's soft drink business outside of the United States. • Year Activity • 1895 "Brad’s Drink" appears in New Bern, North Carolina. • 1898 First known use of "Pepsi Cola" name; automatic bottle-making machine invented. • 1934 Bradham dies; "Pepsi Cola Co. Canada" formed. • 1946 Pepsi moves into Latin America. • 1956 Pepsi has 120 plants in over 50 countries. SOFT DRINKS:PEPSI COLA INTERNTIONAL
  14. 14. • 1961 Teem introduced, "Now it’s Pepsi...For those who think young" campaign. • 1965 Frito-Lay and Pepsi merge; Diet Pepsi catches industry leader in diet market. • 1966 Pepsi enters Japan and Eastern Europe. • 1972 Pepsi-USSR trade agreement announced. • 1977 Pepsi acquires Pizza Hut Corporation. • 1978 Pepsi acquires Taco Bell Corporation. • 1985 Pepsi enters China. • 1986 Pepsi acquires 7-Up International. • 1988 Pepsi receives approval for India joint venture. • 1989 Pepsi acquires Kentucky Fried Chicken.
  16. 16. • PepsiCo bought 7-up for $246 million in 1986. • PepsiCo had originally offered to buy both the American and international interests of 7-Up for $380 million but the United States Federal Trade Commission blocked that deal on grounds of violating antitrust laws. • 7-Up International was the third-largest soft drink company both abroad and inside the United States and operated in more than 85 countries. Adding 7-Up’s international unit boosted PepsiCo’s foreign volume by almost 20 percent. • Coca-Cola Company, however, remained the industry leader that year, Coca-Cola had 39 percent market share compared to Pepsi’s 29 percent in the United States and the company outsold Pepsi by three to one outside of the United States. • By 1991, five years after purchasing 7-Up International, Pepsi Cola International had expanded 7-Up sales, adding more than 30 additional markets. 7-UP INTERNATIONAL
  18. 18. • The soft drink industry was one of the most competitive consumer product industries. • Pepsi Cola's main competitor, both in the United States and abroad, was the Coca-Cola Company. By 1990, Coca-Cola sold soft drink products in almost 170 countries, outselling all other soft drinks. • Coca-Cola’s international soft drink business grew 8 percent from 1989 to 1990 while Pepsi-Cola’s international sales grew 29 percent however, Pepsi Cola lagged far behind Coca-Cola, with less than one- third of Coca Cola's international sales. COMPETITIVE ANALYSIS OF PEPSI
  20. 20. PEPSICO INC • While Coca Cola concentrated on only soft drink PepsiCo diversified to good as well. Still Pepsi had 33% US soft drink market while Coca Cola had 41%. So Pepsi lagged behind in that market and had less than one third of coca cola market worldwide. • Goizueta believed this was because coca cola focused their attention on soft drink business. • Though coca cola was in lead but Pepsi wasn’t far behind. They claimed market leadership in parts of Middle East, Latin America and eastern Europe. COMPETITIVE ANALYSIS OF PEPSI
  21. 21. Soft Drinks: Pepsi Cola Pakistan • This competition was described as a very high stakes struggle for brand loyalty. It wasn’t just about the formula anymore but everything from top management to bottler. • Through coca cola was leader Pepsi was growing rapidly. • This success was based on marketing tactics which were based on focusing on the younger generation. • They reached the peak when coca cola failed at introducing new coke and was forced to reintroduce old coke within 90 days. COMPETITIVE ANALYSIS OF PEPSI
  23. 23. Product • Pepsi is made with carbonated water, high fructose corn syrup, caramel color, sugar, phosphoric acid, caffeine, citric acid and natural flavors. • Pepsi is available in many flavors according to needs and wants of customers. • PepsiCo produced two types of products:  Beverages  foods MARKETING MIX OF PEPSI
  24. 24. Price • Should be set according to the product demand of public. • Should be that which gives the company maximum revenue. • Should not be too low or too high than the price competitor is charging from their customers • Must be keeping the view of your target market • Best thing about the company is that it is very flexible and it can come down the prices very quickly • Competition based pricing. MARKETING MIX OF PEPSI
  25. 25. MARKETING MIX OF PEPSI • Pepsi Company has also become official sponsors of Pakistan cricket • Pepsi has launched a number of prize schemes to attract new customers. • TPR(Trade Price Reduction) is a promotional strategy of Pepsi on ramzan and Eid. One case is free on buying 10 cases of Pepsi. • Dil Mange abhi • Duniya hai dil walon ki • Made for cricket • Khana bane exiting
  26. 26. Product • The products were sold in more than 200 countries in the world. • The products are available in supermarkets, cafes, restaurants, vending machines, gas stations, movie theaters and so on. • PepsiCo company distribute its products in three different ways: 1. Direct store delivery 2. Customer warehouse 3. Distributor Networks MARKETING MIX OF PEPSI
  27. 27. Segmentation & Targeting • Four major segmentation - Geographic ,Demographic ,Psychographic and Behavioral. • Pepsi has historically targeted a young audience especially since the 1980s. • Many of their ads were usually aimed at teenagers and even younger groups by introducing fun, sports and music in their ads. • Pepsi also attracts other age groups not only teens. • Pepsi targeted the every class of Pakistan whether it is a Middle, Upper and lower class. • Pepsi targeted the South Asia Region through Cricket Sponsorship in that region. SEGMENTATION, POSITIONING AND TARGETING OF PEPSI
  28. 28. Positioning • Firstly the Pepsi in America try to position its product for the society as whole and for the purpose of refreshment. • Pepsi’s goal is Attract a certain set of customers to buy the product by associating itself with young people who are energetic, fun loving and daring. • Low quantity of cafeen. • Available in regular size. SEGMENTATION, POSITIONING AND TARGETING OF PEPSI
  29. 29. SWOT ANALYSIS OF PEPSI Strength Weaknesses Opportunities Threats Large no. of brands. PepsiCo prices products lower than its competitors. Due to increase in demand for healthy food and beverages. Consumer’s health consciousness & reduced consumption Operate more than 200 countries. Coca Cola-largest mkt share/ stronger brand than Pepsi Consumption of bottled water expected to grow in PepsiCo’s gross profit margin decreasing over past few years More than 2$ billion on marketing & advertising. PepsiCo’s net profit margin is 9.7% compared to Coca Cola’s 18.55% and Nestlé’s 11%. opportunity PepsiCo has in growing its revenue selling snacks as this market is also expected to grow. Rumors- Pepsi ingredients could cause cancer – Chances of legislation requirring disclosing such information on product labels
  30. 30. • Coke is the market leader with 54% market share. • Pepsi is having only 46% market share . • Coke and Pepsi hold almost 75% the whole market. • That Pepsi is the leading brand of PepsiCo, with 29% market share of its total market share. • Thumbs up is the leading brand of coke with market share of coke-cola. HIGHLIGHTS FROM ANALYSIS
  31. 31. PART – III Pepsi Cola Inc. Operations in Pakistan
  32. 32. • The World Fact book described Pakistan as a poor country. • Population 114 million. • Fertility rate of 6.7 children born per woman, was expected to double by 2022. • 68 % lived in rural areas while 32 % lived in urban centers (Big cities, Karachi, Lahore etc). PAKISTAN IN 1990
  33. 33. •PCI was a part of West Asia Division of Pepsi Cola International. Divisions Departments 3 5 Irfan Mustafa join PCI as CEO on July 1990. PEPSI COLA PAKISTAN INC. (PCI) Pakistan, Bangladesh and Sri Lanka Franchising, marketing, soliciting companies (bottlers), sales operations, and finance
  35. 35. • Pepsi’s marketing of carbonated drinks could be broken down into two stages. MARKET AND PRODUCTS IN PAKISTAN (1991) Concentrate producer (PCI) manufactured concentrate and sold it to bottlers Bottlers added carbonated water and sweetener in specified quantities and then sold the beverage through retail stores and other outlets.
  36. 36. • Per capita consumption of soft drinks in Pk is lowest in the world. Retail price 4 (US 0.18) & personal income was Rs. 682 (US 38). • Prior to Pespsi Co acquisition of 7 up, was 3 flavors (cola, orange & lemon lime). • PCI had developed Teem as a competitive lemon- lime substitute in order to complete its product line. • The lemon-lime substitute allowed PCI to achieve strength and economies of scale in terms of production, marketing, sales, and distribution. MARKET AND PRODUCTS IN PAKISTAN (1991)
  37. 37. PCI divided its market into two segments On premise 85% Take- Home 15% Restaurants, cinemas, snack bars, parks, and airlines In the take-home segment MARKET AND PRODUCTS IN PAKISTAN (1991)
  40. 40. LEMON-LIME Strongest lemon- lime brand in the world market & in Pakistan. Second largest lemon-lime flavor in Pakistan. Coca-Cola’s Sprite was number three. 1 2 3
  42. 42. ADVERTISING & PROMOTION billboard 5 % print media 15 % television 80 % Advertising 0 10 20 30 40 50 60 70 Trade 20 % Point of Sale 20 % Consumer 60 % Promotion
  43. 43. • In the early 20th century, Pepsi Cola began using a franchise system to expand distribution with minimal company investment. • The Pepsi Cola franchise was a contract assigned by the company to a bottler giving the bottler exclusive rights and some duties. BOTTLERS
  44. 44. • Exclusive right to distribute and sell in a given territory. • To retain franchise for 10 years with option to renew for periods of 5 years • To receive delivery of concentrate by the company • Have company's protection of product quality and reputation. • To receive company's share in advertising and promotion expenses • To receive company's advice on quality control, marketing, sales, equipment, etc. BOTTLERS' RIGHTS
  46. 46. PART – IV Going Forward – Marketing Strategy
  47. 47. VISION At PepsiCo, we aim to deliver top-tier financial performance over the long term by integrating sustainability into our business strategy, leaving a positive imprint on society and the environment. We call this Performance with Purpose. It starts with what we make - a wide range of foods and beverages from the indulgent to the more nutritious; extends to how we make our products - conserving precious natural resources and fostering environmental responsibility in and beyond our operations; and considers those who make them - striving to support communities where we work and the careers of generations of talented PepsiCo employees.
  48. 48. MISSION As one of the largest food and beverage companies in the world, our mission is to provide consumers around the world with delicious, affordable, convenient and complementary foods and beverages from wholesome breakfasts to healthy and fun daytime snacks and beverages to evening treats. We are committed to investing in our people, our company and the communities where we operate to help position the company for long-term, sustainable growth.
  49. 49. CEO’s Top 3 Priorities I Overseeing acquisition of the remaining 7-Up bottlers & managing resulting integration II Identify role of each brand in PCI portfolio (Pepsi, 7- Up, Teem—both Clear and Cloudy—and Mirinda) Then develop a marketing plan for 7-Up & Teem including both marketing strategies & budget allocation for advertising & promotion III Expansion of Cloudy Teem to the rest of Pakistan if it is determined that it had major growth potential GOING FORWARD
  50. 50. Main Objective Gain more control and coordination among bottlers. Combining 7- Up & PCI bottlers in Pak would result in expanded capacity within the existing management structure & help PCI coordinate strategies / practices across all bottlers. ACQUIRING 7-UP BOTTLERS Effects on Bottlers • Source of prestige, attention, support & excitement for PCI bottlers for representing a major global brand of Pepsi Cola Int’l. • Also meant capital investments and issues in integrating the two bottling operations (reconciling different practices, skill sets, salary scales, etc.). Mustafa’s Major Concern • Merging the bottlers gave them increased power due to their larger size & capacity • Keeping 7-Up bottlers separate would allow PCI to exert more clout while bringing the bottlers together would achieve more synergies Merger Progress • 7-Up bottlers in Hyderabad, Multan & Sukkur sold their plants to PCI bottlers and the plants merged. • Mustafa in process of convincing the four remaining 7-Up bottlers to sell to PCI bottlers. However, 7-Up bottler’s response was non-serious as they behaved like entrepreneurs deriving prestige from owning their own businesses. Mediation by PCI & Mustafa’s Comments on Negotiations “Generally, the bottlers lack professional managerial skills and think only in terms of short-term objectives. It is very difficult to convince all of them on any point. They tend to resist the marketing plans designed by PCI. The management of PCI is constantly faced with the challenge of removing the barriers put up by the bottlers in achieving the long-term goals of the company.”
  51. 51. CLOUDY TEEM PCI management – Concept of Cloudy Teem Based on a local drink referred to as sikanjabin, a traditional Pakistani lime concoction, and formulated the product in 1990. Original Idea Move Clear Teem consumer to either 7-Up or Cloudy Teem, phasing out Clear Teem altogether. Growth Potential vs Market share 7-Up was the global brand that PepsiCo was supporting. If Teem brand demonstrated strong growth potential, Cloudy Teem could complement 7-Up, rounding out PepsiCo’s lemon-lime product line and helping to drive market share and profit growth.
  52. 52. CLOUDY TEEM Dichotomy • 3 x 7-Up bottlers merged with PCI already carried PCI’s complete product line: 7-Up, Mirinda, Teem, and Pepsi Cola & had already replaced Clear Teem with Cloudy Teem • PCI’s 6 other bottlers - not convinced of the Cloudy Teem’s feasibility reluctant to replace Clear Teem • Arguments: - Making drink Cloudy gave “Fake Look” - Feared instead of Transparent Lemon-lime Softlikely customer disliking for Milky color of Cloudy Teem Drinks - Believed that similar tastes of 7-Up & Teem – psychologically source of Teem’s customer retention
  53. 53. Bottler’s Fear • That introducing Cloudy Teem instead of Clear Teem, a strong brand across Pakistan could damage their profits • Bottler’s majority of profits came from larger brands – Pepsi Cola and Mirinda. Switching consumers from Clear to Cloudy Teem or to 7-Up, brands - PCI bottlers had limited to no experience Therefore, feared to lose their consumer attention CLOUDY TEEM Bottler’s Resistance vs Mustafa’s Plan • Based on Teem's past profitability, Mustafa, intended to introduce Cloudy Teem into 2 additional franchise territories by the end of 1991. • If Cloudy Teem showed good growth potential, he hoped that the positive experience of the bottlers in Multan and Hyderabad, where Clear Teem had also been a strong brand, would help persuade other bottlers.
  54. 54. Brands Sales Share (%) 60 – 65 % of PCI Sales Combined 15 – 20 % 15 – 20 % Since Acquisition of 7-Up in 1986 BRAND PORTFOLIO & MARKETING PLAN
  55. 55. Brands Marketing Strategy Need to strategically gear-up Pepsi advertising & promotion budget to maintain market share Mirinda - hold share strategy; yielding its full market potential Teem’s future – build, maintain or harvest (teem revenue to support other PCI brands) 7-Up performing at less then its potential – to opportunity to grow sales with strong marketing support through allocation of promotional budget for building more market shares PRIOR TO ACQUIRING 7-UP - Lion’s shares of marketing budget to Pepsi (approx. 80%); remaining 20% divided between Mirinda & Teem BRAND PORTFOLIO & MARKETING PLAN
  56. 56. BRAND PORTFOLIO & MARKETING PLAN Future of Cloudy Teem • If cloudy teem spurs PCI sales, national promotional campaign to keep the brand alive • Rural vs urban divide should be focused in advertising as 68% of population lived in rural areas with low literacy rate and disposable income. • PCI relied on less expensive advertising e.g. Radio & point of sale campaigns. Visual electronic media had poor reach in rural areas
  57. 57. BRAND PORTFOLIO & MARKETING PLAN Pepsi Cola’s Experience with Thums Up in India • Local brand of Parle Exports, dominating Indian soft drink market in the early 1990s (up to 60% market share) • Thums Up was made a generic name for cola in India, beating out domestic & global rivals e.g. Cadbury, Coca-Cola, and even Pepsi. • Media spend yielded higher returns in urban areas, where television and other forms of electronic media were more pervasive and accepted. • Mustafa intended to take advantage of Pakistan’s population divide e.g. target 7-Up to urban areas where consumers were familiar with and influenced by global brands and promote Teem, the local brand which no longer had support from Pepsi Cola International, in rural areas.
  58. 58. SUGGESTED STRATEGIES Should Merger of Bottlers continue? How can he Convince the Bottlers to merge & Control Cross Franchising? • While Coca Cola, the biggest rival of PCI is still leading in the market, Pepsi must ensure merging the bottlers • Acquiring bottlers or mergers with them will help PCI gain more control over bottlers and synergies / coordination ensuring efficient & smooth functions. • Therefore, the CEO should continue mergers with the bottlers • As previously seen, PCI’s major objective was to acquire 7up international, mergers will give them greater capacity within the existing management structure.
  59. 59. SUGGESTED STRATEGIES • Since bottlers feared getting overshadowed and neglected by mergers due to PCI’s bigger brand Pepsi. PCI Pepsi can convince the bottlers to merge by giving them confidence, assurance of safe guarding their interest & training the management of the bottlers. Should offer incentives / financial support for Bottler’s work force to persuade them work wholeheartedly • It was really important for Mustafa to crack down cross-franchising. Previously, most of the bottler owners belonged to the prestige status, powerful affluent people either like politicians / Bottlers often use to sell in other territories to whom Mustafa called cross-franchising. So, restricted them not to sell out of their territory. Cross franchising was considered to be illegal. In case of breach, bottlers were instructed to complaint against them. Those who offended for sake of more profits, their contracts were withdrawn. Should Merger of Bottlers continue? How can he Convince the Bottlers to merge & Control Cross Franchising?
  60. 60. SUGGESTED STRATEGIES Should CEO build, maintain, or harvest the Teem brand in Pak? Should he keep clear Teem? • Teem brand should be retained, it was already very much successful throughout Pakistan, it had been liked by the individuals, there is no reason to withdraw or divest from this brand. Moreover logically assessing, Teem had 31% in 1990 percent of market share by various segments of Pakistan (as per Exhibit 6), making the top Second beverage of PCI. • If it is discontinued, it will split up the total overall market share of PCI, and as a result the gap between sprite and 7up only will become greater than before.
  61. 61. SUGGESTED STRATEGIES Should CEO build, maintain, or harvest the Teem brand in Pak? Should he keep clear Teem? • Already the reason behind producing teem was to get competitive lemon-lime substitute so to complete the product line. As per the observation of Mustafa, youth, fun loving and outgoing people of Pakistan were more into consuming PCI products. The youth of Pakistan were seeking for some sort of identity and teem was the product to entitle them with Pakistani identity. Since Clear teem was successful, introducing the Cloudy-teem gave a better brand image to PCI, as an extension with regards to 7up and Sprite.
  62. 62. SUGGESTED STRATEGIES • By retaining Teem brand being a traditional drink in Pakistan, PCI could promote more aggressively in rural and urban areas to gain more market share and awareness among the targeted individuals. Should CEO build, maintain, or harvest the Teem brand in Pak? Should he keep clear Teem?
  63. 63. SUGGESTED STRATEGIES How Should Irfan Mustafa balance the investment and efforts across the four brands; Pepsi, Miranda, 7up, and Team in Pakistan? • After the acquisition of 7up the overall Sales share of all PCI brands: Pepsi - almost 60-65%, 7up - 20%, Teem & Mirinda 10% each. • Short Term Strategy – The CEO should keep a portfolio of Pepsi, Mirinda, 7up and teem (clear and cloudy both). Moreover Teem Cloudy should be heavily promoted as it tastes like the sikanjibin, the traditional lemon-lime of Pakistan. Making people aware and promoting to purchase would help gaining profits and more market share.
  64. 64. • Long Term Strategy - keeping an account that Teem Clear should be phased out gradually from urban areas and as a substitute Teem Cloudy should be promoted and placed in the market as well. • Consequently Pepsi, 7-Up, Teem-Cloudy and Mirinda would be a perfect combination or a portfolio. • CEO should apply effective marketing tactics in order to compete with coke, PCI products should be conveniently available while maintaining the quality of the beverages. Moreover better relationships with the bottlers is also very much important. SUGGESTED STRATEGIES How Should Irfan Mustafa balance the investment and efforts across the four brands; Pepsi, Miranda, 7up, and Team in Pakistan?
  65. 65. SUGGESTED STRATEGIES How Should Irfan Mustafa balance the investment and efforts across the four brands; Pepsi, Miranda, 7up, and Team in Pakistan? Mirinda
  66. 66. CONCLUSION • PCI has well-developed soft drinks market in Pakistan with tremendous future. Whatever strategies may be adopted those should ensure potential for growth for PCI’s product lines— Pepsi, 7-Up, and Mirinda. • With PCI winning the Int’l Quality Award and Bottlers of the Year Award in 1990, Mustafa felt quite optimistic. Although difficult challenges lay ahead, he believed that the way to exploit opportunities was through the implementation of an effective and comprehensive marketing strategy encompassing PCI’s brand portfolio and bottlers.