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BRAND EXTENSION STUDY ALCOHOLIC BEVERAGE MARKET Presented by Akhilesh Garde Nilanjan Majumdar Himanshu Mange Mahesh Velu

Punit Bhanji

Objectives of the case-study


Provide an analysis of the alcoholic beverage industry (and associated sub-markets, including beer, wine, liquor, and the nascent pre-mixed & energy segment)

Analyze PepsiCos operational and strategic advantages


Identify, test, and address prerequisites for successful market entry

Provide strategic recommendations on whether, and how, PepsiCo should pursue a new product launch in the alcoholic beverage space

Should PepsiCo Launch an Alcoholic Beverage?

Hypothesis: Current conditions are favorable for PepsiCo to launch a alcoholic beverage. Sub-Hypotheses: 1. Scalability: Growing demand in the alcoholic-beverage market supports a new entrant. 2. Defensibility: There a first-mover advantage in this market. 3. Execution test: PepsiCos existing manufacturing, bottling, and distribution infrastructure can be leveraged to minimize costs through economies of scale vis--vis its competitors. Adding an alcoholic beverage to PepsiCos portfolio would not negatively impact brand equity and is compatible with core corporate values. 4. Value Proposition: Customers perceive an added value and are willing to pay a price premium for a Pepsi-branded alcoholic beverage.

Assumption Testing

Scalability
Growing demand supports a new market entrant

Defensibility
A first-mover advantage exists

Execution
Infrastructure can be leveraged without eroding the Pepsi brand

Value Prop
Customers value the Pepsi brand in the alcoholic space, and will pay a premium for it

There is sufficient space in the alcoholic beverage market for another entrant

There is significant first-mover advantage in being the first major soft drink maker to enter the alcoholic beverage space

The infrastructure for production and distribution of soft drinks is not materially different then for alcoholic beverages Adding alcohol to PepsiCo's product portfolio does not conflict with its core corporate values

Pepsi's brand equity can be successfully extended to the alcoholic beverage market Pepsi's brand yields a price premium that extends to alcoholic-beverage customers
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SCALABILITY: Growing Demand in the Alcoholic Beverage Market will be sufficient to support a new entrant
800 700 600 Dollars ($B) 500 400 300 200
CAGR = 3% CAGR = 1% CAGR = 31% CAGR = 4%

Pre-Mixed Liquor Wine Beer

100

0 2005

2006

2007

2008

2009

2010 (E)

2011 (E)

2012 (E)

Source: Goldman Sachs Consumer Goods Forecasting Group

Market Pre-Mixed Liquor Wine Beer

Cost (unit) $2 $11 $6 $1.5

Market Price (unit) $4 $20 $12 $3

Break-Even Volume ($B) 7 21 113 74

Market Share (2012) 8% 23% 36% 27%

Attractive Opportunity

Source: Survey data from 100 companies across the 4 markets

DEFENSIBILITY: Pent-up demand and a large underserved market means that there is a significant first-mover advantage in being the first major soft drink brand to enter the alcoholic space

An underserved market in the pre-mixed alcoholic beverage area 20 exists Current competitors in the 15 market are small, regionalized, & unable to capitalize on the 10 demand gap 5 Should Pepsi enter the space, it should be able to immediately 0 capture a significant proportion of 2010 2014 the underserved market WKD Smirnoff ice Abcd Additionally, through targeted Xyz1 ABC2 Pepsi Hybrid advertising Pepsi should be able to accelerate overall market growth beyond what is currently possible Source: Alcoholic Beverage Industry Association, 2010

DEFENSIBILITY: Moreover, comparable launches have indicated that a time lag before competing entry will enable Pepsi to solidify its first-mover position
Anticipated Competitive Response
Who will respond? Existing regional competitors Coke, others New Entrants How have they responded earlier? 6 Months 1 Year Aggressive marketing What are their capabilities? Brand equity Supply chain parity Exclusive thirdparty tie-ups

Analysis of previous new market entries by PepsiCo (including entry

into the energy drink, diet cola, and sports drink spaces) indicates that: The number of competitive entrants will be minimal (primarily Coca-Cola), A significant time lag will exist before any competitive response, Price wars are not a probable outcome, and Overall market growth can be sufficient to sustain multiple entries

DEFENSIBILITY: In the period before competitive response, Pepsi can strengthen its first-mover position through several defensive strategies
Potential Defensive Strategies to Minimize Competitive Response

Leverage strong distribution network to ensure access to all underserved markets (in the US and globally) Strong national marketing campaign to ensure uptake and strengthen brand in advance of competitive response

Retail Exclusivity
Distribution Channel

Lock up key retail locations and points-ofsale through exclusive, multi-year and multigeography contracts

Loyal Customer Base

Marketing leadership

Pursue key sponsorship opportunities, launch viral campaigns, and ensure distinctive product design

EXECUTION: The infrastructure for production and distribution of soft drinks is not materially different than for alcoholic beverages
Bottlers Operating Margins
Soft Drink Only Alcohol Only Both

Distributor Operating Margins


Soft Drink Only Alcohol Only Both

8.0% 7.8%

9.0%

8.5% 7.6% 7.4% 7.2% 7.5% 7.0% 6.8% 7.0% 8.0%

2003 2004 2005 2006 2007 2008

2003 2004 2005 2006 2007 2008

Source: SEC Filings, International public filings, PepsiCo internal bottling & distribution data

Conclusion: Operating margins are essentially the same for the alcoholic and non-alcoholic beverage industries. Existing bottlers and distributors of both soft drinks and alcoholic beverages cross-utilize PP&E. Significant competitive advantage should be realizable over small or regionalized 10 competitors.

EXECUTION : Pepsi's brand equity will not be damaged by entering the alcoholic beverage market Consumer Reactions to Alcohol Proposal Survey: Please rate how this product affects your perception of the Pepsi brand where -5 means negative affect on brand perception, 0 means no impact, and 5 means positive impact on brand perception
3.6

0.8

(0.3)

Loyal Pepsi Drinkers Non-Loyal Customers Loyal Pepsi Drinkers Non-Loyal Customers (21-39) (21-39) (40+) (40+)
Source: Focus Group, January 7, 2010

(0.7)

Conclusion: Overall, the Pepsi brand is not damaged by introducing an alcoholic beverage, although there are slight negative brand impacts among older loyal customers. Younger loyal and non-loyal Pepsi customers 11 perception of the brand should actually improve.

EXECUTION: Adding alcohol to PepsiCo's product portfolio may conflict with its core corporate values
Survey: A Pepsi-branded alcoholic beverage is not at odds with PepsiCos corporate strategy. 1 = Strongly Disagree, 3 = Neutral, 5 = Strongly Agree Division/Team
Executive Management Internal Marketing Corporate Strategy Group Select Key Shareholders Board of Directors Asia/Pacific Executive Management Latin American Executive Management

Rating
4.1 1.3 0.5 2.7 1.8 2.2 2.9

Conclusion
Strongly Agree Strongly Disagree Strongly Disagree Neutral Disagree Disagree Neutral

EMEA Executive Management


Source: Focus Group, 2009

0.9

Strongly Disagree

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EXECUTION: Moreover, key stakeholders within the organization oppose the launch as being incompatible with the Companys commitment to healthier products The goal of PepsiCos human sustainability effort is to nourish consumers with a range of products, from treats to healthy eats. We are proud to give consumers choices across the spectrum. Our products deliver joy as well as nutrition. Member of Corporate strategy We are committed to be a company that offers food and drinks that are fun for you, better for you, and good for you. I do not believe adding an alcoholic beverage would be better or good for either our current or potential customers. Member of Internal M&A I would be concerned about how an alcoholic beverage might cause backlash in my markets, particularly in the Middle East and Northern Africa. Division Head, EMEA

Conclusion: Critical PepsiCo stakeholders believe an alcoholic beverage is not compatible with the Corporations core corporate values 13

VALUE PROPOSITION: While brand commands a price premium in the non-alcoholic segment, pricing power in the Alcoholic segment is driven primarily by Quality
Assumption: Key drivers of consumer purchasing behavior in the alcoholic beverage market will parallel those in the non-alcoholic space.
Non-Alcoholic Bev Market
H Impact on Price Tolerance Impact on Price Tolerance Availability Size H Brand

Alcoholic Bev Market


Availability Quality

Brand Size L

Quality L L Impact on Freq of Purchase H

Impact on Freq of Purchase

Conclusion: While some variation is seen across sub-segments, consumers in the alcoholic beverage space generally place more of a premium on quality than on brand. Pepsis existing brand equity will not translate well to alcoholic drinks.
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Source: Income levels & purchase frequency by segment

Conclusions & Recommendations


Sub-Hypothesis Scalability Findings
Growing demand in the alcoholicbeverage market supports a new entrant PepsiCo commands a strategic position that could utilize the firstmover advantage in this market Though infrastructure capabilities are compelling, key stakeholders outside of executive management believe an alcoholic beverage in contradictory to PepsiCo's values. Brand equity does not extend into the alcoholic beverage market where quality is the key factor to achieve a price premium.

Conclusion Supports Hypothesis

Inimitability / Defensibility

Supports Hypothesis

Execution

Does Not Support Hypothesis

Value Proposition

Does Not Support Hypothesis

PepsiCo should NOT proceed with a branded alcoholic beverage.

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Giving a different dimension to the case 1) We as a team feel in USA where beer is consumed like water so if you dont launch an alcoholic product thinking the repute will tarnish, then someone else will do the same 2) Pre mix cola with some content of alcohol will be the latest buzz so the better option is to launch it but under some other name like what Pepsi did for Gatorade 3) Today we see alcohol brands getting diversified in various sectors & they are doing really well, if kingfisher is accepted as a big brand in India then why not Pepsi globally. 4) So the final word will the pre mix should not be Pepsi Hybrid but something else very elegant & the focus of the media campaign should be on premium quality not on the brand .

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