PEPSI
PEPSI COLA PAKISTAN:
FRANCHISING & PRODUCT LINE MANAGEMENT
1
op yo In July 1991, Irfan Mustafa faced several dilemmas. As West Asia area vice president and chief executive officer of Pepsi Cola Pakistan Incorporated (PCI), Mustafa was charged with developing a strategy to grow share and profitability across PCI sales but focusing particularly on 7-Up. Pepsi Cola International had shifted focus to its global brands and, since acquiring 7Up International in 1986, had withdrawn all marketing and technical support for Pepsi’s local
Pakistani brand, Teem. As a country manager, however, Mustafa was evaluated on profitability, and Teem was a profitable brand. Mustafa knew that he would need to make important decisions about Teem in developing a brand strategy and marketing plan. Considering Teem’s success in
Pakistan, Mustafa wondered how he should position the soft drink and whether to continue investing in it despite the loss of international support.
No
PEPSICO INC.
tC
With PepsiCo’s acquisition of 7-Up International, arranging for 7-Up and PCI bottlers in
Pakistan to merge also became a priority for Mustafa. The ability to coordinate strategies across all bottlers producing PCI brands would be essential. By August 1990, PCI had been able to merge 7-Up and PCI bottlers in three regions. As contracts expired over the next year or two,
Mustafa would need to convince the remaining 7-Up bottlers to sell their plants to PCI bottlers as well. With the mergers complete, Mustafa’s next step would be to persuade bottlers to adopt an updated product line. However, since this would entail changes to Teem, a strong Pakistani brand that outsold 7-Up in some regions, Mustafa anticipated resistance.
Pepsi Cola International was owned by parent company, PepsiCo Inc. In 1990, PepsiCo’s numerous food and beverage brands were available in nearly 150 countries and accounted for an
1
Do
Unless otherwise noted, information in this case
FRANCHISING & PRODUCT LINE MANAGEMENT
1
op yo In July 1991, Irfan Mustafa faced several dilemmas. As West Asia area vice president and chief executive officer of Pepsi Cola Pakistan Incorporated (PCI), Mustafa was charged with developing a strategy to grow share and profitability across PCI sales but focusing particularly on 7-Up. Pepsi Cola International had shifted focus to its global brands and, since acquiring 7Up International in 1986, had withdrawn all marketing and technical support for Pepsi’s local
Pakistani brand, Teem. As a country manager, however, Mustafa was evaluated on profitability, and Teem was a profitable brand. Mustafa knew that he would need to make important decisions about Teem in developing a brand strategy and marketing plan. Considering Teem’s success in
Pakistan, Mustafa wondered how he should position the soft drink and whether to continue investing in it despite the loss of international support.
No
PEPSICO INC.
tC
With PepsiCo’s acquisition of 7-Up International, arranging for 7-Up and PCI bottlers in
Pakistan to merge also became a priority for Mustafa. The ability to coordinate strategies across all bottlers producing PCI brands would be essential. By August 1990, PCI had been able to merge 7-Up and PCI bottlers in three regions. As contracts expired over the next year or two,
Mustafa would need to convince the remaining 7-Up bottlers to sell their plants to PCI bottlers as well. With the mergers complete, Mustafa’s next step would be to persuade bottlers to adopt an updated product line. However, since this would entail changes to Teem, a strong Pakistani brand that outsold 7-Up in some regions, Mustafa anticipated resistance.
Pepsi Cola International was owned by parent company, PepsiCo Inc. In 1990, PepsiCo’s numerous food and beverage brands were available in nearly 150 countries and accounted for an
1
Do
Unless otherwise noted, information in this case