Daniels Fund Ethics Initiative
University of New Mexico
http://danielsethics.mgt.unm.edu
This material was developed by Kendra Berch, Kimberly Montoya, and Jennifer Sawayda under the direction of O.C. Ferrell and Linda Ferrell.
It is provided for the Daniels Fund Ethics Initiative at the University of New Mexico and is intended for classroom discussion rather than to
illustrate effective or ineffective handling of administrative, ethical, or legal decisions by management. Users of this material are prohibited
from claiming this material as their own, emailing it to others, or placing it on the Internet. Please call O.C. Ferrell at 505-277-3468 for more
information. (2010)
PepsiCo’s Journey Toward an Ethical
and Socially Responsible Culture
C OMPANY OVER VIE W
PepsiCo is one of the largest food and beverage companies in the world. It manufactures and sells
eighteen brands of beverages and snack foods and generates over $98 billion in retail sales. PepsiCo
encompasses the Pepsi Cola, Frito-Lay, Tropicana, Quaker, and Gatorade brands and offers products
in over 200 countries. It currently holds 36 percent of the total snack food market share in the U.S.
and 25 percent of the market share of the refreshment beverage industry. The company’s
headquarters are in New York and employs over 200,000 people. In 2006, Michael D. White became
the CEO of PepsiCo International, and in 2007 Indra K. Nooyi became the CEO of PepsiCo. PepsiCo
has received many awards and recognitions over the years, including being ranked in the top 25 of
the best global brands, ranking number four overall by Diversity Inc, and earning the Green Award
by the Environmental Protection Agency.
COMPAN Y AN D MARK ET IN G HIS T ORY
The Pepsi recipe was developed by pharmacist Caleb Bradham in the 1890s. Originally marketed
under the unassuming name “Brad’s Drink,” Bradham’s creation was renamed Pepsi-Cola in 189
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due to the pepsin and kola nut ingredients used. Awareness of Bradham’s new creation spread
quickly, and in 1902 he decided to create the Pepsi-Cola Company so people everywhere could
enjoy the drink. In 1903 the patent became official, and by 1910 Pepsi-Cola had franchises in 2
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states and sold over 100,000 gallons of the syrup annually. However, the Pepsi brand would
encounter several rocky situations before becoming the success that it is today. World War I proved
to be an especially turbulent time for Pepsi-Cola. Severe fluctuations in sugar prices caused the
company to lose money, and in 1923 Bradham sold the trademark to Craven’s Holding Corp., who
shortly after sold it to a New York stockbroker named Roy C. Megargel. Megargel fought to
revitalize the company but failed. In 1931 the Pepsi-Cola Company underwent its second
bankruptcy. Candy manufacturer Charles Guth, president of Loft Inc., saw Pepsi-Cola as a great
investment and decided to purchase the company. Within two years the company was earning over
a million dollars and was on its way to making history.
Building a Brand
Guth had many challenges to overcome in order to save the struggling brand. Through the Great
Depression, Pepsi carefully positioned itself as a low cost leader and made advertising history when
it released the nation’s first jingle “nickel, nickel,” which was heard across the nation. With
financially-strapped customers reluctant to pay a nickel for a drink, Guth began offering twice the
amount of Pepsi for the same price, a tactic which met with resounding success. World War II
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continued to test Pepsi-Cola’s strength with introduced sugar rationing, but Pepsi’s marketing
campaigns and brand design helped Pepsi make it through the difficult period. For instance, Pepsi
changed the colors on the label to be red, white, and blue to show patriotism and declared that
patriotic people drink Pepsi. Pepsi’s success allowed it to begin marketing internationally in 1945.
As more people began earning more disposable income, Pepsi-Cola recognized that the marketplace
was changing. To maintain a strong brand, its marketing campaigns had to change too. Pepsi
therefore said goodbye to the long-running “nickel, nickel” slogan and introduced a more lively
“More Bounce to the Ounce” slogan to the after-war population. During the 1950s, Pepsi evolved
from the low cost price leader to a more lifestyle drink approach. For example, as Americans
became more health conscious, Pepsi introduced slogans such as “The Light Refreshment” and
“Refreshing Without Filling.” Other new advertising campaigns included slogans such as “Be
Sociable, Have a Pepsi” and “Now Its Pepsi, For Those Who Think Young” to concentrate on a
younger market.
It was this younger target market and the post-war baby boom generation that set the stage for
Pepsi’s long-lasting brand image. It all started with Pepsi advertiser Alan Pottasch, who recognized
the different nature of the newest generation of consumers. Whereas consumers before the war
were more cautious and price-conscious, the post-war baby boomer generation was carefree and
hopeful. Pepsi once again capitalized on the changing environment, and under Pottasch launched
the “Pepsi Generation” campaign in 1963. The campaign was an advertising breakthrough as it
helped to set a new standard for advertising in America. The ads portrayed happy Americans living
the American dream—with their Pepsis, of course. By associating its brand with youth and
excitement, Pepsi-Cola became the forerunner of lifestyle marketing. Future campaigns continued
to promote this brand image, with slogans such as “You’ve Got a Lot to Live. Pepsi’s Got a Lot to
Give,” “Catch that Pepsi Spirit!,” “Pepsi Now!,” and “Come Alive. You’re in the Pepsi Generation!”
Pepsi successfully adapted its practices and product positioning with the times through its
marketing campaigns. The company also pursued a major acquisition strategy as well as an
expansion of its product line. In 1964, Pepsi introduced Diet Pepsi in response to the nation’s
noticeable lifestyle change toward health, along with the Mountain Dew brand. More recently,
PepsiCo broke into the bottled water industry with its rollout of Aquafina bottled water in 1997. Yet
perhaps its biggest milestone was Pepsi’s monumental merger with Frito-Lay Inc. to become
PepsiCo Inc., the company it is known as today. Other major PepsiCo acquisitions included Taco Bell
and Pizza Hut Inc. (which would later be spun off from the company in 1997), 7Up International in
1986, and Tropicana Products in 1998. Pepsi has also profited through corporate partnerships,
such as a joint venture with the Thomas J. Lipton Company in 1991 and a partnership with
Starbucks in 1994 to develop coffee drinks.
Celebrity Endorsements
In more recent years, Pepsi has used celebrity branding to build upon the Pepsi brand. The 1980s
brought in celebrity endorsers like Tina Turner, Michael J. Fox, Gloria Estefan, and David Bowie. By
far its biggest celebrity endorser in this time period was Michael Jackson. The singer and PepsiCo
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struck a $5 million partnership that linked the two together for the rest of the 1980s. With Jackson
as its prime celebrity endorser, PepsiCo was able to set itself up as the hip, trendy drink for the new
generation. Pepsi’s celebrity partnerships enabled the company to gain market share even as Coca-
Cola’s market share was dropping.
Another notable achievement in marketing history was the inroads Pepsi made into the Soviet
market. Perhaps the biggest (indirect) Soviet endorser of the product was the Soviet Premier Nikita
Kruschev, who was caught on camera drinking a Pepsi at the 1959 American National Exhibition in
Moscow. A favorable relationship developed between the Soviet Union and the company, leading to
a trade agreement in 1972 where Pepsi became the first foreign consumer product sold in the
Soviet Union. In 1988, Pepsi also became the first advertiser to buy time on Soviet television. A
Pepsi advertisement that was aired later that year incorporated Soviet teenage actors to appeal to
the younger generation. The Pepsi Generation was taking control over the Soviet Union and still
remained popular in Russia after the Soviet Union’s dissolution.
Recent Years
PepsiCo has continued to use celebrity marketing throughout the 1990s and early 2000s, including
celebrities such as Ray Charles, Cindy Crawford, and Britney Spears. To appeal to sports fans,
PepsiCo also tapped into the celebrity status of Shaquille O’Neal and racecar driver Jeff Gordon. In
2006 PepsiCo got a new CEO, Indra Nooyi, who began reorganizing PepsiCo to focus on several
different initiatives. Under her leadership, PepsiCo’s goals included focusing more on countries
outside the U.S., developing healthier snacks, having a net-zero impact on the environment, and
creating a better working environment. PepsiCo has also begun investing heavily in the countries in
which it does business. For example, in 2009 PepsiCo announced it would invest another $1 billion
into Russia, which according to CEO Nooyi reflects Pepsi’s “long-term commitment” to the Russian
market. The worldwide success of PepsiCo reflects the company’s dynamic and adaptable strategy
throughout the company’s history, leading to its current revenues of over $43 billion.
PepsiCo Divisions and Brands
PepsiCo consists of four divisions: PepsiCo Americas Beverages, PepsiCo Americas Foods, PepsiCo
Europe, and PepsiCo Middle East, Asia, and Africa. These divisions are further split up into different
businesses, including Pepsi Beverages, Frito-Lay, Sabritas, SoBe, Tropicana, and more. The
following are some of PepsiCo’s most well-known and profitable businesses.
Pepsi-Cola Brands
Over the years, Pepsi-Cola has gone above and beyond the original Pepsi beverage to incorporate a
wide variety of brands. In the U.S., some of the most well-known brands include Mountain Dew,
Sierra Mist, IZZE, and Aquafina beverages. International brands include Fiesta, Everness, Pepsi
Light, and Manzanita Sol.
However, in the last decade, the growth of soft drinks has lowered due to a new wave of health
consciousness sweeping the nation. This is troublesome news for PepsiCo’s most popular brand,
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the Pepsi soft drink. It requires PepsiCo to innovate in order to create or acquire healthier brands
that appeal to the masses. Some of these drinks include Muscle Milk, Honest Tea, and vitamin water.
Recently, however, PepsiCo has begun a restructuring of its Beverages division to create better
integration between its units. Until 2010, PepsiCo’s Americas Beverages consisted of one business
unit led by Eric Foss. In April, the company decided to purchase and merge its two largest bottling
companies, the Pepsi Bottling Group and Pepsi Americas. As a result of this merger, Pepsi now has
control over 80 percent of its bottling network. In the restructuring process, PepsiCo’s Americas
Beverages now consists of two businesses, the Pepsi Beverages Company, including the original
Pepsi brands, and PepsiCo Beverages Americas, which includes the Tropicana, Gatorade, and Latin
American brands.
As part of the restructuring, PepsiCo is also embarking on what it calls the “Power of One” business
strategy. Under this strategy, PepsiCo is investigating ways it can bundle or combine its beverages
with its food products. The purpose of PepsiCo’s recent actions is not only to encourage consumers
to purchase its products, but also to appeal to consumers’ desires to save money on multiple
products. The entire process is one additional way PepsiCo hopes to bounce back.
Frito-Lay
Even before the historic merger between Frito-Lay and Pepsi-Cola, Frito-Lay had a successful
business history. It started in 1932 with entrepreneurs C.E. Doolin and Herman W. Lay. During that
year, C.E. Doolin sampled corn chips in a Texas café and saw an opportunity for the small chip’s
future. He went and purchased the corn chip manufacturing company. Doolin then began selling
bags of FRITO corn chips, but not from a retailer or a grocery store. Rather, he originally began
selling his newly acquired product from his Model T Ford.
Also in 1932, a man named Herman W. Lay started selling potato chips. He also purchased the
manufacturing company and called it the H.W. Lay & Company. In 1961, the two companies joined
together to form the Frito-Lay Company. Four years later, it would merge with Pepsi-Cola to
become the PepsiCo Company. Today, Frito-Lay owns over 50 percent of the snack foods industry
in America and includes such well-known brands as Lay’s Potato Chips, Frito’s Corn Chips, Doritos,
Cheetos, Grandma’s Cookies, Tostitos, SunChips, and Cracker Jack popcorn. The division contributes
$11 billion to PepsiCo and employs over $48,000 people.
Frito-Lay has many accomplishments to be proud of that go beyond its products. One of its great
prides is its Supplier Diversity Program, first launched in 1983. According to the company, since its
founding the Supplier Diversity Program has spent over $2.1 billion with minority and women-
owned entrepreneurs. Additionally, Frito-Lay has made strides in sustainability. Among its many
initiatives, Frito-Lay has converted its sales cars to hybrid vehicles and partnered with Terracycle
to encourage employees and consumers to give used bags to its partner, which then turns the bags
into tote bags or other products to sell. On Earth Day 2010, Frito-Lay also offered its first
compostable bags. The outer layer of 10.5 ounce SunChip bags are now biodegradable, as they are
composed of a type of acid found in plants.
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As with all big companies, of course, Frito-Lay has experienced its share of controversies in its
history. In 1967, Frito-Lay introduced a cartoon character named Frito Bandito, a Mexican bandit
with a sombrero who stole other people’s corn chips by gunpoint. The Mexican American
population launched a series of protests. They felt that the cartoon character was a negative and
highly offensive stereotype of Mexicans and Mexican-Americans. Due to the wide popularity of the
character, Frito-Lay refused to pull Frito-Bandito, prompting the National Mexican-American Anti-
Defamation Committee and other groups to file a $670 million lawsuit against the company. Finally,
the cartoon character was removed from the scene in the early 1970s. The controversy emphasized
the importance of cultural sensitivity and stakeholder analysis when launching any campaign that
might alienate company stakeholders.
Gatorade
Gatorade, the official sports drink of the NBA and major league baseball, dates back to 1965. The
formula was developed by a group of scientists after a study revealed that players at the University
of Florida were losing electrolytes and carbohydrates during games. Gatorade (named after the
Florida Gators team) was meant to be a solution to that problem by containing a balanced amount
of electrolytes and carbohydrates that would rejuvenate players. Gatorade was a huge success
among sports teams, leading to future innovation with products like the Gatorade Nutrition Shake
and the Gatorade Bar. In 1983, Quaker Oats Co. acquired Gatorade, which in turn was acquired by
PepsiCo in 2001 when PepsiCo bought the Quaker Oats Co. Gatorade has become the third most
popular selling drink under PepsiCo (after Pepsi and Mountain Dew).
Despite Gatorade’s success, the past few years have seen declining sales for Gatorade and added
competition for the sports drink market. One of the problems Gatorade faces is the lack of appeal
for the younger generation, who sees the beverage as something their parents drank. As a result,
PepsiCo has spent the largest amount of money in its history to create a new Gatorade campaign
and lineup called the “G Series.” The G Series has two major purposes in revitalizing the Gatorade
brand: it seeks to demonstrate that Gatorade can be used for more than hydration and nutrient
replacement, and it is targeted more toward teens. Consequently, the line has different types of
Gatorade that are meant to be used in a three step process. The first beverage, “Prime,” is filled with
carbohydrates and is meant to be used before a game. The second, “Perform,” is for during the
game. The final, “Recover,” is protein-rich and is used after the game (the drinks are in different
shaped bottles). With this new system of Gatorade drinks, PepsiCo is targeting every aspect of the
athlete’s game time.
PepsiCo also sees teenagers as the prime market for the new G Series, as it believes that people first
become Gatorade fans at that age. Commercials for the new product show the evolution of the
Gatorade product along with favorite athletes such as Michael Jordan or Orlando Magic player
Dwight Howard. Adults are not forgotten either in Gatorade’s reinvention, but are given a separate
line. G Series Pro is an adult version of the G Series but is targeted toward marathon runners and
personal trainers (along with other “elite athletes”). With this strategy, PepsiCo hopes to effectively
target two distinct markets. The three products of the G Series can be purchased together for $7.
C RIT IC ISMS
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PepsiCo’s success has not come without major challenges or ethical dilemmas. One of the biggest
difficulties for any multinational organization is how to successfully enter into other countries,
particularly when laws vary from country to country. Although PepsiCo takes great care in
researching potential markets, the company has encountered several problems that have caused
tensions with different cultures, in both the U.S. and abroad. Additionally, PepsiCo still faces heavy
criticism for products that are viewed as largely unhealthy and whose packaging contributes to a
large amount of waste. Finally, though PepsiCo has proved to be successful in continually updating
its advertising campaigns, a recent iPhone app developed to target the AMP Energy Drink market
unleashed a stream of controversy for its potentially offensive content.
IN DIA
PepsiCo first entered the Indian market in 1989, and since then the company has become one of the
largest food and beverage companies in the country. Unfortunately for the company, some of the
largest and longest running allegations of PepsiCo’s wrongdoing are also based in India. The
company and other competitors in the industry have been heavily criticized about the quality and
the quantity of the water used in their beverages. In 2003, the Centre for Science and Environment
(CSE) claimed that the water which PepsiCo and other beverage companies in India were using
contained toxins. These toxins included pesticides that can contribute to cancer and the overall
breakdown of the immune system. According to the CSE, Pepsi soft drinks had 36 times the level of
pesticide residues permitted under European Union Regulations. However, no such law bans the
presence of pesticides in India. The issue is still under investigation and the Indian government is
trying to find a way to validly detect the pesticide levels and ultimately ban any trace in a soft drink.
This allegation of unsafe levels of pesticide has been denied by both PepsiCo and the Coca-Cola
Company.
Although there is not yet a law in place, PepsiCo found that it could still face considerable
repercussions for what its stakeholders perceive to be unethical activities. When pesticides were
once again reported in the soft drinks a few years later, the Indian state of Kerala temporarily
banned the sale of Pepsi and Coca-Cola. Five other Indian states also instituted partial bans. These
extreme actions on the part of the local governments reveal the care multinational organizations
must take to go above and beyond the national law in social responsibility.
Another major concern in India cited by farmers is that the Pepsi manufacturing plants are
polluting the lands, making them less fertile for growing crops. A study conducted in 1992 found
that PepsiCo India and similar companies created 10,000 metric tons of plastic through their
manufacturing and importation processes. About 60-70 percent of this plastic was recyclable,
creating a large amount of unnecessary plastic waste. Similar allegations of waste and pollution
arose again in 2006, concerning both farmers and government officials alike. Furthermore, the
farmers complained that the PepsiCo plant takes the groundwater to run its operations, making it,
once again, harder to effectively grow crops.
In solving these ethical dilemmas, PepsiCo must take the different levels of government into
account, as well as the concerns of NGOs and individual Indians. A thorough stakeholder orientation
is needed to discover ethical courses of action and avoid negative repercussions.
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BU RMA
Multinational companies should always investigate the status of the country in which it wants to
operate. One major challenge these companies might encounter is whether to operate in a
profitable market that is antagonistic to the parent country or that has been accused of human
rights violations. The expansion could backfire, with citizens of the home country boycotting
company products. PepsiCo likely faced this risk in the middle of the Cold War when it began doing
business in the Soviet Union. However, a similar controversy did not have as good an outcome.
In 1991 PepsiCo partnered with Thein Tun to help with its entry into Burma. Thein Tun was an
ardent supporter of the Burmese military junta, which was accused of human rights violations in
the world, including forced-labor and the destruction of any opposition. Most companies refused to
enter Burma at that time until the return of democracy. The boycott of companies who were doing
business in Burma became so extreme that the Free Burma Coalition initiated the movement to take
Pepsi products out of all American universities. The Third World First organization in Europe also
pressured Pepsi to get out of Burma. In response, Pepsi sold its share of the franchise to its
Burmese partner but kept the franchise agreement. The activist groups and the surrounding society
were not satisfied with this move. As pressure continued to mount, Pepsi left Burma completely in
1997.
HEALT H
The nature of the products manufactured and sold by PepsiCo has caused many problems for the
company in the issue of health. Although PepsiCo now has numerous products geared toward
health, its most popular product is still its signature Pepsi-Cola. At the same time, America is
becoming more health-conscious and desires low calorie, low fat, natural items instead of
processed sugary and salty foods. Some of the health concerns of drinking soda include the
increased caloric intake as well as the possibility of tooth decay due to soda’s acidity, caffeine
dependence, and weaker bones. Pepsi has fought back by creating sodas that have low calorie and
sugar content. Unfortunately, this only helps with the weight risk. The acidic nature of the product
can still damage the teeth, and the artificial sweeteners used also have their own set of health risks.
PepsiCo’s traditional snack items have met with similar criticism. Most of the products are
processed and contain a high amount of sodium and sugar as well as being highly caloric and fatty.
Frito-Lay Company has tried to combat the issue by offering Baked Lays, Baked Cheetos, SunChips,
and other healthier alternatives. These alternatives are claimed to be healthier all-around. The
health issue is going to be an ongoing battle for the company due to the nature of the industry it is
in. Continual research and product development to offer healthier products is essential for
PepsiCo’s future profitability.
Although the battle may be a long one, PepsiCo is making strides to address these concerns. For
example, the Frito-Lay website has a special area devoted to health that describes the ingredients of
Frito-Lay snacks and encourages consumers to practice moderation in snack food consumption.
One of the goals of PepsiCo CEO Indra Nooyi is to invest more in health food; already the company
claims that $10 billion comes from healthy snacks the company offers. Nooyi anticipates that
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further investment will yield $30 billion in the future. Interestingly enough, to tackle this issue,
PepsiCo is hiring people that are potential enemies of the organization: health officials. Formerly
employed at institutions like the World Health Organization and the Mayo Clinic, these Pepsi
employees are now researching healthier ingredients to put in PepsiCo snacks. One success thus far
has been the introduction of a zero-calorie natural sweetener called stevia into new brands, one of
which has become a $100 million brand in less than a year. It is clear that not only is healthier snack
foods socially responsible, but it is also good business in an increasingly health-conscious
marketplace.
AQU AFIN A T A P W AT E R
The public’s attention was on Aquafina bottled water in 2007 when the watchdog group Corporate
Accountability International claimed that the company was using tap water to fill the water bottles
being sold. The water was not regular tap water but came from a public water supply before
processing. Aquafina was accused of not being transparent in its business practices. It was not
publically known that the company’s procedures included a rigorous seven-step process which
removes unwanted substances and is then branded as purified drinking water. Additionally, the
label on the Aquafina bottle had snow capped mountains on it, which seems to suggest that the
water is purified spring water. PepsiCo is now required to put the words “Public Water Source” on
the label..
This scenario brings up an ethical situation common in today’s marketplace. Many corporations
utilize idyllic scenes on their packages that do not reflect reality. A giant agribusiness, for example,
might have a picture of a traditional farm on its package. Some consumers find this to be
misleading. Additionally, many consumers do not realize that labeling laws are not as strict in the
U.S. as in other countries. For example, U.S. manufacturers do not have to label whether a food
product contains genetically-modified ingredients. In these cases, it is often the informed consumer
or watchdog group that calls for action, as PepsiCo inevitably discovered.
On top of the tap water dilemma, water bottle companies are dealing with criticisms for the amount
of plastic these bottles contribute to land-fills. There are movements around the country like the
“Think Outside the Bottle” campaign to challenge people to go back to drinking tap water again in
order to stop the amount of waste produced by the bottles. However, the increasing popularity of
bottled water does not appear to be diminishing anytime soon. PepsiCo is in the process of
developing bottles that use less amounts of plastic per bottle to help the waste issue. Today, the
Aquafina bottle weighs 10.9 grams, compared with the 18.5 grams in 2001, and PepsiCo has set a
goal to decrease its packaging by 350 million pounds by 2012.
IPHON E AP P
In 2009 a PepsiCo iPhone app for its AMP Energy Drink unleased a stream of criticism. AMP is a
new energy drink, and to promote the beverage PepsiCo released AMP Up Before You Score
campaign using mobile phone apps. While the idea of mobile app marketing was a creative one, the
general consensus was that the app was in poor taste. The concept of the app was to help men
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“score” by categorizing women into 24 different groups and then giving the men clues about her
personality, things she enjoys, and even providing them with opening lines for conversation. If a
man was successful in “scoring” with that type of woman, he could create a “brag list” with names,
dates, and details. This information could then be uploaded onto Facebook and Twitter.
Soon after the app was introduced, it was protested by activist groups and thousands of Facebook
and Twitter users across the country. The app was immediately pulled and Pepsi is still being
criticized for the insensitivity and offensive nature of the app. PepsiCo was trying to stay current
and creatively reach its target market by being funny. Instead, its message came out as crude and
offensive. PepsiCo’s hard lesson proves that even with exciting new technology and marketing
venues, companies must continue to create carefully designed and thought-out campaigns for their
audiences.
SOC IAL RES PONS IBIL IT Y & SU ST AINAB IL I T Y
Despite the many criticisms it has encountered throughout its long history, PepsiCo has recognized
the importance of social responsibility to its reputation. As such, PepsiCo continually emphasizes its
commitment to sustainable growth and its focus on generating healthy financial returns, while
giving back to those communities that it serves.
PepsiCo’s commitment to its community and toward sustainable growth is outlined in something it
calls “Performance with Purpose.” PepsiCo gives back to its communities and stakeholders while
maintaining high standards, establishing and meeting goals, and producing attainable outcomes.
CEO Indra Nooyi claims that “Performance with Purpose” consists of three parts: products, the
environment, and employees. These areas must be addressed for PepsiCo to be a socially
responsible company.
Part of PepsiCo’s commitment to this goal includes meeting consumer needs for a spectrum of
convenient foods and beverages. Pepsi has been scrutinized for its unhealthy products and has
been criticized for contributing to obesity. Although PepsiCo has made many changes to its product
line, incorporating healthier options and reducing fat, sugars, and other unhealthy ingredients, it
does recognize the consumers’ desire for easy and accessible snack foods and beverages. These
food products may not be the healthiest option, but they do meet the consumers’ needs for easy
access. The trick for PepsiCo is to balance the need for convenience with the need for healthier food
offerings. Acting in the interests of the consumers, PepsiCo engages in research to develop healthier
products and reduce unnecessary editions.
PepsiCo views its goal of decreasing its environmental impact not only as socially responsible, but
also in the best interest of its stakeholders. For PepsiCo, a large part of its sustainability efforts
involves reducing the negative effects resulting from the production and consumption of its
products. This includes “going green” (for example, through water conservation and the reduction
of waste products) and reducing its carbon footprint. PepsiCo reduces its impact on the
environment through various water, energy, and packaging initiatives. Because PepsiCo develops
products using water, and actually sells bottled water, it is actively implementing programs to
reduce waste and conserve resources. This involves water recycling and treatment efforts, where
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recycled water is treated thoroughly and reused within its products. By making changes in its
operations, PepsiCo claims to have saved 11 billion liters of water in 2009 alone. PepsiCo also
invests in clean energy sources, such as its wind turbine project in India, which supplies more than
two-thirds of the power used in one year by its Mamandur beverage plant. Additionally, PepsiCo
has reduced the amount of plastic used in its beverage containers, which has significantly decreased
the amount of waste sent to landfills. PepsiCo UK manufacturing facilities no longer send waste to
landfills, and in the U.S. Frito-Lay reduced the waste that ended up in landfills by over 45 percent in
two years. Finally, Pepsi is actively creating partnerships with community organizations geared
toward increasing recycling efforts.
Another aspect of Pepsi’s commitment to social responsibility is reflected in its support of and
commitment to its employees. It is PepsiCo’s goal to encourage a diverse corporate culture along
with employee engagement in the workplace and community. This is valuable to PepsiCo because it
sees this as an opportunity to benefit from new perspectives and to encourage creativity within the
workplace. It understands that employees are a key to success and reflect what PepsiCo means to
customers. According to the company’s philosophy, it is important for PepsiCo to maintain mutual
respect, integrity, and safety in the workplace. Because it inspires a collaborative culture, PepsiCo
aims to recruit and retain world-class talent through employee satisfaction—what PepsiCo terms
“Talent Sustainability.” For instance, to encourage employees (associates) to speak out, PepsiCo
provides them with a biennial Organizational Health Survey to get their opinions on the
organization and the workplace. Additionally, PepsiCo values the talents of its employees and offers
management courses at its institution Pepsi University to provide employees with the leadership
skills necessary to take on managerial roles within the company.
PepsiCo has also developed a Code of Conduct that addresses various business ethics issues such as
bribery and conflicts of interest. The company expects its workers to be familiar with its Code of
Conduct and employs a chief compliance officer to enforce the Code. PepsiCo provides annual ethics
training programs for employees and noted a 49 percent increase in employee ethics training from
2008 to 2009. Training sessions are available online or through workshops. In 2009 alone, over
44,000 employees, including most managers, participated in Code of Conduct trainings. PepsiCo’s
compliance programs are frequently reviewed by independent third parties to pinpoint key risks.
More specific aspects of PepsiCo’s compliance program, such as its environmental activities, are
audited externally. Finally, the company has what it calls an “Internal Audit methodology” and
maintains a 24-hour anonymous ethics hotline to which employees can report concerns or ethical
violations.
In order to maintain its commitment to its communities and assorted stakeholders, PepsiCo has
high standards for quality. By adhering to processes and ensuring proper governance, the company
attempts to uphold its responsibilities and earn the confidence of stakeholders. To measure its
progress and to make certain that it remains focused, PepsiCo has developed the following six
guiding principles that it uses to sustain its commitment.
PepsiCo Guiding Principles
We must always strive to:
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1. Care for our customers, our consumers and the world we live in.
2. Sell only products we can be proud of.
3. Speak with truth and candor.
4. Balance short term and long term.
5. Win with diversity and inclusion.
6. Respect others and succeed together.
Source: “PepsiCo Values & Philosophy.” PepsiCo. http://www.pepsico.com/Company/PepsiCo-Values-and-Philosophy.html (accessed June 9,
2010).
These guiding principles encompass Pepsi’s overall commitment to its community. Like all
companies, PepsiCo’s success depends on its stakeholders, so PepsiCo strives to understand
consumers’ needs and wants. In order to meet stakeholder expectations, product quality, integrity,
and honesty are essential to PepsiCo’s goals. This requires that the company be transparent and
foster communication. By having clear goals and focusing on attainable solutions, PepsiCo is able to
grow in a relevant direction and analyze both short and long term consequences.
PepsiCo also demonstrates social responsibility and dedication to sustainability through several
community outreach efforts like the PepsiCo Foundation, Pepsi Refresh Project, the Pepsi We
Inspire Campaign, and the Dream Machine. These efforts are described in further detail below.
PEPS IC O FOU N DAT IO N
The PepsiCo Foundation was established in 1962 and provides philanthropic contributions to a
variety of nonprofits. To be eligible, nonprofits must promote the PepsiCo Foundation’s philosophy
to “foster healthy, vibrant and self-sufficient communities worldwide through global partnerships
that improve the quality of life across communities in areas of need.” Some of the ways the
Foundation gives back to the community is through grants, employee programs, and disaster
response and relief efforts. PepsiCo’s focus is to improve the quality of life for those who are in the
greatest need. Its approach consists of awarding grants to those programs and organizations that
have proven track records and to strive to make an impact expanding beyond that of its own
communities. In 2009, the PepsiCo Foundation gave $27.9 million toward philanthropic endeavors.
PepsiCo encourages its employees to be engaged in its communities through its Matching Gifts
Program, in which the company will match employee contributions to nonprofit organizations that
are considered eligible. By doing so, PepsiCo creates an ethical and philanthropic climate for its
workers. PepsiCo also supports the United Way Campaign, supports post-secondary education for
its employees’ children through its EXCEL awards, and holds Global Community Service Days to
encourage PepsiCo employees across the world to perform community service activities for a day.
Additionally, the PepsiCo Foundation contributes to disaster relief through financial assistance,
product donations, and human resources. In the past, the PepsiCo Foundation contributed to
disaster relief for the 2008 Iowa flooding in Cedar Rapids with contributions of over $500,000 and
for the 2010 Haitian earthquake with an initial donation of $1 million along with resources like
bottled water and other beverages. PepsiCo also partners with water.org and the Safe Water
Network to help improve access to clean, affordable water in communities worldwide.
http://www.pepsico.com/Company/PepsiCo-Values-and-Philosophy.html
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W E IN S PIRE CAMPAIG N
Another of PepsiCo’s initiatives is to empower women. As a result, it created the Pepsi We Inspire
campaign to give women a platform to communicate, using Pepsi’s website: pepsiweinspire.com.
Pepsi has provided women with an interactive website designed to let them share stories that
“inspire, motivate, inform and strengthen” their relationships. They are encouraged to post photos
and information in a blog-like style, sharing intimate moments, songs, movies, recipes, and more.
Celebrity women, such as Queen Latifah and commediene and actress Raven-Symone, are involved
as spokespersons for different community outreach programs important to women. They also
represent six categories that have been identified by PepsiCo as being of great importance to
women: beauty (Queen Latifah), laughter (Raven-Symone), joy, hope, wisdom, and love. PepsiCo
uses Facebook to link the information that they post on their website to their Facebook Profile.
This partnership strengthens PepsiCo’s ability to get women involved and to be inspired by
powerful women who act as role models. In February 2010, Pepsi We Inspire was awarded the
NAACP award for its leadership in promoting multicultural images and role models in the media.
PEPS I REF RES H PR OJE C T
PepsiCo took a risky move for the 2010 Super Bowl. The company has been running super bowl
ads since 1987, but after 23 years PepsiCo decided to sit out on the Super Bowl ads for 2010. The
Super Bowl is known as one of the highlights of many companies’ advertising budgets, and PepsiCo
is no different. It was the biggest advertiser during the 2009 Super Bowl and has made the Super
Bowl into a major part of its marketing strategy. PepsiCo has used its Super Bowl ads to promote
new products, often using celebrities such as Britney Spears and Ozzy Osbourne. This year,
however, PepsiCo decided to do something innovative and different. It decided to invest in cause-
related marketing.
The purpose of cause-related marketing is to get the consumer involved in social causes. In the
process, it portrays the sponsoring company in a favorable light. Marketing strategies in the past
have been focused on conveying a message to consumers, influencing them to purchase their
products by appealing to their emotions. Cause-related marketing may do the same thing, but
instead of merely getting a product, consumers receive the added incentive of contributing to a
social cause when they do business with a certain company. Thus, PepsiCo is taking a twist on the
more conventional methods of marketing and advertising by launching a cause-related campaign.
In this type of campaign, PepsiCo is getting consumers involved, giving them a platform to have
their voices and opinions heard, and propelling positive change. So although Doritos, a PepsiCo
snack food under Frito-Lay, did have various ads in Super Bowl XLIV, the company’s title brand
Pepsi did not. In its place the company launched the Pepsi Refresh Project.
The Pepsi Refresh Project is a unique social responsibility initiative because while it donates grants
for certain causes, the consumers do the work—even in deciding who is awarded the grants. The
entire process happens through social media. Basically, instead of paying the nearly $3 million for a
30-second TV ad, Pepsi has decided to better use its funds to inspire people to get involved in good
causes. It dedicated at least $20 million, through the end of 2010, for donations to local
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organizations and causes proposed by the public. The topic areas are being classified as Health,
Arts & Culture, Food & Shelter, The Planet, Neighborhoods, and Education. Consumers can go online
to refresheverything.com, post their ideas for causes, and/or vote for those ideas already posted.
Every month PepsiCo tallies the votes and donates grant money to those with the most votes. Grant
awards are separated into four categories: $5,000, $25,000, $50,000, and $250,000. Recipients who
have been awarded funding for their proposed causes include the Kanzius Cancer Research
Foundation, Ben-Gil Elementary Boosters, and the Waukee High School Earth Club, among others.
The Pepsi Refresh Project challenges people, businesses, and non-profits to look around their
communities and identify things that they want to change. Many of PepsiCo’s ads include the
question: “What do you care about?” PepsiCo has been distributing ads around the country with
captivating phrases and words, all with the Pepsi logo placed in each letter “o.” These words
capture a positive ‘can do’ attitude, inspiring consumers to think about what matters and to act on
those ideas they care most about. The site is user-friendly and interactive. Other forms of social
media that PepsiCo is using include Facebook, Twitter and Hulu. Broadcast networks such as ABC
and CBS will also be involved, as well as media partners like AOL, Yahoo!, MTV Networks, and
Parade. PepsiCo will also be known as the sponsor of the first long-form series on the online video
site Hulu, with its reality show “If I Can Dream.” Hulu states that its site will be used to strengthen
PepsiCo’s cause-related advertising campaign. It is clear that in addition to its heavy reliance on
web ads and public relations, PepsiCo is utilizing the whole spectrum of social media outlets to
bring its cause to fruition. In so doing, the company hopes to reach its target market of a younger
audience.
Although Pepsi’s decision to skip the Super Bowl is risky, even skeptics admit that it has generated
a positive buzz around the company. PepsiCo has been able to differentiate itself in an innovative
way, paving the way for new socially responsible and conscious advertising. This is becoming more
than just cause-related marketing used to engage customers; it is quickly becoming a movement
defining PepsiCo as a leader when it comes to social responsibility and sustainability.
DREAM MACH IN E
On April 22, 2010 (Earth Day) PepsiCo announced its multi-year partnership with Waste
Management Inc. in support of the Dream Machine recycling initiative. The Dream Machine
initiative recognizes that many plastic cans and bottles are needlessly thrown away each year,
particularly by busy consumers on the go. The two partners want to see the U.S. beverage container
recycling rate increase from a mere 34 percent to 50 percent by 2018. This will be encouraged with
PepsiCo’s Dream Machine kiosks that act like reverse vending machines. The Dream Machine kiosks
are computerized receptacles that give consumers points when they recycle their bottles. The
process involves only a few steps. First, the consumer registers on the kiosk. Then he or she scans
the can or bottle’s barcode and puts it in the appropriate chute. The kiosk then issues the user a
receipt that contains reward points that can be redeemed for such things as movie tickets, coupons,
or other goods.
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Consumers are able to redeem these points at www.greenopolis.com. Greenopolis, LLC will be
working with PepsiCo to bring these, the very first, recycling systems to consumers in public areas
and stores. Consumers also have another incentive to recycle: the more recycling done, the more
PepsiCo will be able to help disabled veterans. PepsiCo is extending its partnership with
Entrepreneurship Bootcamp for Veterans with Disabilities (EBV) to offer training in business
management to disabled veterans. The kiosks began with fifty installed around Southern California,
with a goal to install as many as 3,000 in public areas during 2010. Currently, only about a third of
nonalcoholic plastic beverage containers are being recycled each year, and only 12 percent of public
spaces have recycling receptacles. The Dream Machines are a way to meet the clear need for greater
public access to recycling bins as well as to promote PepsiCo’s sustainability efforts.
C ONC L USION
PepsiCo is the classic business success story, starting with one man’s invention and becoming a
multimillion dollar enterprise with operations all across the globe. Yet the company could not avoid
becoming involved in major controversies. PepsiCo is moving toward a more balanced stakeholder
orientation by identifying those stakeholders that are relevant to the firm and trying to understand
and respond to their concerns and needs. The current leadership at PepsiCo understands the
importance of stakeholders and the need to develop effective dialogues and other communication
to help PepsiCo resolve conflicts. Some issues such as the nutritional concerns over soft drinks and
snack foods create a serious dilemma in balancing the concerns of special-interest groups and the
desires of consumers for good tasting food.
While some of the company’s past challenges were likely inevitable, some were caused by not
understanding stakeholder needs or by ethical lapses on the part of the company. From a lack of
cultural sensitivity to health concerns to environmental degradation, PepsiCo has faced its share of
ethical dilemmas. However, it has also become a major leader in the sustainability and social
responsibility movement. Although it has a long way to go before its snacks can be considered
healthy or its manufacturing processes truly sustainable, PepsiCo has demonstrated a willingness
to invest in innovative solutions for these problems. If PepsiCo can continue to learn from its
mistakes, it can make progress in solidifying a reputation as a socially responsible company. The
future of PepsiCo depends upon continuing to develop an ethical corporate culture built on values
that help employees relate to the needs and desires of all stakeholders.
QUEST ION S
http://www.greenopolis.com/
15
1. How does PepsiCo balance those stakeholders such as consumers and shareholders that are
interested in good tasting products and financial performance with special-interest groups
and regulators that are more concerned about nutrition?
2. How effective do you think PepsiCo has been in responding to stakeholder concerns about
nutrition and sustainability?
3. While PepsiCo was trying to become a responsible and ethical company, how did the AMP
Up Before You Score mobile app get distributed without proper oversight from those who
are concerned about appropriate conduct and the reputation of the company?
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