Communication Plan Report

BCOM, Section 1
February 27, 2019

Team #15
Jonathan Bishop
Shelby Carlson
Peter LeBlanc
Megan Lee
Kelsey McClellan
Ashlynn Sardina
 Table of Contents

Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Situation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Internal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

External . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

Background & Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4

Key Issue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4

Competitors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Consumers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Customers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

Investors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

Competitors. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Consumers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

Customers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Investors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7

Response . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Next Steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Projected Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8

Expected ROI . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

Timeline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9

Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9

References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

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Executive Summary

Introduction
PepsiCo, overall, is shifting our focus towards healthier products. This shift is in alignment with consumer
needs. However, consumers are not recognizing our healthy product subsidiaries due to low brand
recognition. The team decided the stakeholders relevant to this issue are competitors, consumers, customers,
and investors of PepsiCo. This summary will identify and address the issues with each of our key
stakeholders, as well as relate them back to our key communication issue.

Key Stakeholders and Issue Identified

In short, the competition plays a crucial role in determining the products available, watching trends, and
determining our consumers’ needs. The key issue with competitors is that these brands, which are generally
smaller, take a large portion of the target market. This is because these brands have a healthy reputation
and are available in niche grocery stores. Consumers desire healthy foods, as “77% of people wanting to
eliminate or decrease sugar intake for health-related reasons” (Gustafson, 2017). Consumer trends also
show that people are shopping at niche grocery stores at increasing rates, as exemplified by the Whole
Foods acquisition and partnership with Amazon. Therefore, these stores are very important to infiltrate.
Tying back to our key issue, consumers do not recognize many of the healthy products of PepsiCo. This is
an issue because people are less willing to try products without brand recognition. The customers of
PepsiCo are mostly grocery stores, who then sell our products to consumers. Maintaining positive
relationships with our large customers, such as Walmart, is key to brand and product recognition.
Cultivating relationships with new customers is important to keeping up with trends and growing our brand
as a whole. Lastly, our investors want to see expansion, growth, and opportunities in the industry — in
particular, our investment in these opportunities. Keeping up with consumer trends, fostering positive
customer relationships, and challenging our competition is a way to keep investors pleased, and investments
flowing our way. The methods of communicating these goals are detailed below.

Methods of Communication
According to Forbes, brand recognition is vital, even saying that “good branding can help buy companies
the benefit of the doubt with customers, the press and investors.” We have identified several ways of
communicating the disconnect of the brand to each of the stakeholders. Although not direct, the competition
of PepsiCo needs to see the brand as a whole, as well as recognize us as a powerhouse of the health food
industry. Our customers need to recognize the brand for all its subsidiaries and healthy products. Our
reputable brand image will boost sales for all of our products, both healthy and not healthy. According to
research, “59% of shoppers prefer to buy new products from brands familiar to them” (Power, 2018). The
channels of communication for our customers include television advertisements and social media. In
support of this, “38% of moms are more likely to buy a product other moms on social media ‘like’ (Power,
2018) The identified forms of communication have benefited us in the past and target a wide range of our
demographics. The messages of these advertisements need to include a variety of our products, therefore
boosting brand recognition and showcasing our healthy products. The uniformity and recognition of all
entities of our brand will communicate the diverse product portfolio to customers. In turn, this will open up
doors to get the attention of our target niche customers. Our existing customers will also see growth and
thus continue to foster effective partnerships. Our investors will see the effort to maintain positive relations
with our customers, consumers, and competitors, which will encourage them to continue to fund company
growth.

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Introduction
This document outlines our narratives and analyzes PepsiCo’s communication disconnect between low
brand recognition and healthy products. Below, we will go into detail about different aspects of our
company, as well our narratives and stakeholders. This will help you decide whether you would like to
implement our recommendation. This document will provide insight and potential steps to overcome the
narrative disconnect, specifically focusing on the situation, background and analysis, recommendations,
response, and ending with a conclusion.

Situation

Overview
The internal narratives are the images that PepsiCo wants to put out. This is contrasted with the external
narratives, which are how stakeholders view the company. Together, these make up the overall image of
PepsiCo. The internal narratives that we identified for PepsiCo were healthy products, strong financial
growth, and sustainability. The external narratives were identified as our media incidents, healthy branding,
and brand recognition of our healthier products.

Internal
The internal narratives that we identified for PepsiCo were our healthy products, strong financial growth,
and brand recognition for our healthy subsidiaries. First, PepsiCo offers healthy products, but consumers
are not aware that these brands are owned by the company. In terms of financial growth narratives, PepsiCo
is a large corporation and that is shown through our high revenues and our rising stock price. According to
Forbes, our stock is projected to rise to $122 this year, which is higher than the past market price (Trefis
Team, 2018). The final internal narrative is our goal of sustainability. Our Performance with Purpose
campaign is our initiative to make a positive change to the products we sell, the people we serve, and the
planet we call home. This can be seen in many forms, like the sustainable farming program to our push to
recycle at the 2018 Super Bowl. The internal narratives are the components the organization strives for
others to see, but there is a disconnect present.

External
The external narratives that we examined for PepsiCo were our media incidents, healthy branding, and low
brand recognition of our healthy products. Our most recent media issue stems from the advertisement we
released involving Kendall Jenner with an allusion to the Black Lives Matter movement. The intention for
this advertisement was to promote social justice, while promoting Pepsi. Additionally, PepsiCo has taken
initiatives towards healthier products to satisfy our consumer’s needs. For example, the acquisition of
healthier brands like Quaker Oats. However, consumers reacted negatively, perceiving the ad as insensitive
and inappropriate. The final external narrative affecting PepsiCo is tied into our healthy branding and that
we have low brand recognition for our healthy products. Even though we offer a wide range of healthy
products, consumers are not aware that these are PepsiCo products. These three external narratives make
up the view of our company by consumers.

Background & Analysis

Key Issue
The key issue identified for PepsiCo is the low brand recognition and healthy products, particularly the
disconnect caused by these two narratives. The main idea is that PepsiCo is not viewed as a healthy brand
because most consumers associate the overall company with Pepsi soft drinks. While in reality, there are
various other brands owned by PepsiCo, not just the unhealthy soda and snacks. These include healthier
brands such as KeVita Kombucha and Bare Foods. This is the major disconnect that is affecting the
company. We have healthy products and brands, but consumers do not recognize these healthier brands that
we are producing as being a part of PepsiCo. This also contributes to the low brand recognition and how

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we are not capitalizing on the healthy brands within our company because people are not associating
PepsiCo with these brands.

Competitors
Due to the recent need to drive their new healthy product portfolio, PepsiCo’s competitors are companies
that focus solely on producing healthy snacks, for example LesserEvil and Angie’s. These companies are
also aware of the growing health kick and are recruiting investors to back their products to widen their
presence (Coyne, 2018). Currently, our competitors’ products are being sold in niche grocery stores such
as Whole Foods and Natural Grocers, in addition to regular grocery stores such as Safeway and Fry’s.
Because of this, they have a bigger reach to health-conscious consumers. PepsiCo indirectly communicates
with its competitors through advertisements and promotions. By pushing out more advertisements, this puts
more pressure on our competitors and makes our presence known to them as well as force them to be active
in their production and promotion of their products.

Consumers
Our consumers are the people who are using our products for their personal use, or buying them second-
hand, for example, from a grocery store. With PepsiCo’s wide range of brands, there are many different
types of consumers. One trend identified was that our healthy products tend to reach wealthier families and
younger millennials (“How to Connect and Market Digitally to Gen Z.”). Along with this trend, Food
Insight says, 77% of people indicated they were trying to limit or avoid sugars for health reasons
(Gustafson, 2017). This research demonstrates the wants of our consumers, as well as reveals the expansive
reach of our market.

Another upcoming trend is the changes in ways consumers receive our products. Recently, consumers have
been given opportunities to change the way they shop. For example, online shopping for groceries is
becoming more popular. According to Forbes, online grocery shopping is expected to reach $100 billion
by 2025. This change is leading our consumers to buy the products they already know online, with less
consumers in stores, they will not be encouraged to try new products. Consumers have adapted to this new
way of shopping because it eliminates waiting in lines and social interaction and increases convenience for
most people.

Along with consumers shopping online, they are also shopping at healthier grocery stores like Whole Foods
and Trader Joe’s, according to the Huffington Post. The reach for shopping at these stores is due to
generation Z seeking specific food categories such as gluten-free, organic, vegan, and dairy free (Gustafson,
2017). PepsiCo’s products are generally not sold in these types of stores.

After analyzing these trends, it can be seen that PepsiCo is aware of the shift in consumer wants. PepsiCo
is knowledgeable of these trends, and thus made efforts to acquire healthier brands like Quaker Oats and
KeVita Kombucha. Currently, we communicate with our consumers via social media and television
advertisements.

Customers
Another stakeholder that we identified are customers, who are the companies that buy the product. Because
PepsiCo does not sell directly to the consumer, they rely on their customers to distribute and promote the
products. For PepsiCo, this means they must create and maintain relationships with their customers.
PepsiCo’s primary customers are wholesale and other distributors, foodservice customers, grocery stores,
drug stores, and convenience stores. One of our biggest customers is Walmart, as their sales make up 11%
of our revenue (“PepsiCo Inc.'s Customers Performance”). The main critical issue that customers are
concerned with are changing consumer needs, which we’ve identified as a shift towards healthier products.
PepsiCo holds a great amount of trust within our relationships with our customers, which allows PepsiCo

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to introduce new strategies to please their customers. Currently, PepsiCo communicates via the PepsiCo
Partner website, in which we provide sales techniques and industry trends to customers, in addition to
making it easy for potential partners to get in contact with us.

Investors
PepsiCo’s investors include the people who invest in us with the expectation of a financial return. These
investors are important to PepsiCo because they supply the company with capital for new products,
acquisitions, and other financial decisions. With the support of our investors, PepsiCo can develop and
enhance our products according to customer needs which will create a financial return for investors.
According to Macrotrends.net, investments in PepsiCo have increased by about $15 billion over the past
10 years. This shows that PepsiCo is a trusted and reliable company. Due to the recent shift in consumers’
lifestyles, investors could choose to invest in other companies that have healthier products to stay ahead of
trends. Because of this, we need to ensure investors that we are aware of shifting trends and are adapting to
them. PepsiCo currently holds annual shareholder meetings, which are available through live streaming
accompanied with a transcript and press release. In addition, PepsiCo offers investors access to an exclusive
app called “PEPfeed,” which allows investors to be up to date with PepsiCo’s activities. Through these
channels, PepsiCo tries to communicate its commitment to deliver strong performance and to deliver it in
a way that is sustainable over time as well as responsible and responsive to the needs of our communities.

Recommendations

Competitors
In order to be recognized by our healthy competitors, it is vital that we communicate our healthy products.
Although we won’t directly share information with our competitors, awareness on each side of the channel
is key to success. Communication of our healthy products will regulate competition among our competitors,
as well as create recognition of our products. This will, in turn, benefit us. Overall, we need to focus our
efforts away from the competition, while still being extremely aware of industry trends. Most importantly,
we need to be seen by our competitors as a key player and threat to their healthy brand. This message will
most likely be communicated through our other stakeholders. Because we are such a large entity, we are
already seen as a threat to these niche brands. The key message our competitors must receive is that we will
go after their markets with our large brand backing. They must also realize that our healthy products
compete with theirs directly, in both quality and quantity.

Although our competitors are an important stakeholder, we do not need to communicate with them directly.
Most of their knowledge will come from public channels of communication, such as advertisements or
industry reports. The most important aspect of communicating with our competition is to maintain healthy
competition. Their advertisements positively affect us a majority of the time. For example, when one of
their healthy products is popular, other consumers will try similar PepsiCo alternatives because they trust
and recognize our brand.

Consumers
The consumers of PepsiCo are not aware of the entire product line of our company. As outlined in the trends
above, many consumers desire the healthier products PepsiCo has to offer. Consumers from every
generational cohort even said they would pay more for healthy food- including those that are “GMO-free,
have no artificial coloring/flavors and are deemed all natural” (Gustafson, 2017). The key communication
issue identified for consumers lies in both the distribution and advertising of the healthier products. Because
consumers do not recognize all of subsidiaries of PepsiCo, they don’t associate the healthy products
available, under the reputable brand name. PepsiCo needs to communicate messages that show an extensive
view of the brand, the products, and the united forces that stand under PepsiCo. An example of
implementing this could be commercials or advertisements that effectively showcase products across

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multiple subsidiaries of PepsiCo. Overall, the messages of PepsiCo need to showcase the brand in its
entirety.

The most effective channels of communication for our consumers include: social media, television, and
websites. These channels are due to the vast demographics of the brand. For example, the extension of
social media use will reach millennials, as well as our younger audiences. Although PepsiCo’s Twitter
currently has over 300,000 followers, this is a very small portion of our consumers. To increase brand
recognition among consumers, we can increase the use of this channel of communication in an effective
manner, in addition to modernizing and focusing the messages put out through this content. However,
PepsiCo’s most successful form of advertising still stands to be television/video advertisements. The Effie
Index is known as the “gold standard for measuring marketing effectiveness” around the globe. Last year,
PepsiCo was ranked the most effective brand at the Effie Awards (Richards, 2018). This is largely due to
the Super Bowl commercial, as well as several other video-based advertisements. Changing the type of
message presented on these forms of mass media could vastly increase brand recognition, simply by
including some of PepsiCo’s lesser known or healthier brands. The messages presented to consumers don’t
have to be vastly different than those of the past, they just need to highlight some of our healthier products.
For example, this year's Super Bowl Commercial with Cardi B could be improved by having her hold a
KeVita Kombucha bottle, in addition to the Pepsi can. This would foster the culture of brand recognition
and make the healthier products more identifiable to consumers.

Customers
There are two sides of the message that PepsiCo needs to portray to customers. On one side, current
relationships need to be maintained. According to Inc.com, it is important to invest time into the
relationship, make friends through in-person meetings, and be genuine. By focusing on maintaining strong
relationships, PepsiCo will continue to show that we are a trustworthy company, and when we introduce
new healthy products, customers will support us because of that relationship. On the other hand, PepsiCo
needs to create relationships with more niche companies in order to capitalize on the health trend so PepsiCo
products can be featured in stores targeting health-conscious consumers. Inc.com cites that in order to build
a successful partnership, both sides should set clear expectations at the beginning, partners should be
considered part of the team, there needs to be room for growth, and honesty and transparency are key.

PepsiCo is already doing a good job on its partner website in terms of how easy it is to become a partner,
communicate with PepsiCo, and find out applicable information. These factors persuade potential
customers to want to work with PepsiCo. It could expand its website by posting more articles under its tips
and trends page, including consumer, industry, and beverage trends. Besides maintaining a strong website,
the other channel by which PepsiCo should communicate its message to customers is by interpersonal
interactions. This will increase trust in the relationship. The key message that should be communicated to
our customers through this strong personal relationship is that PepsiCo is a trustworthy entity, and any new
products that are introduced or new brands that are acquired should be trusted, as well. We have a strong
history of being successful and profitable and wouldn’t acquire companies we didn’t believe in. Although
these acquisitions aren’t directly comparable to other companies because of the size of the companies being
bought, it demonstrates PepsiCo’s efforts to finding smaller brands with potential. An example of how to
communicate with our retail customers is to set up monthly or biweekly meetings with representatives so
PepsiCo can emphasis transparency and show that we value these relationships.

Investors
The main concern of investors is getting the maximum return on their investments. It is important to show
that PepsiCo has investors’ best interest at heart with every decision, as this is why current investors stay
with PepsiCo and how new investors are drawn to the company. The way that this is done is by building
relationships with the investors. According to Entrepreneur.com, tips for communicating with investors

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include having meetings, answering their questions with openness and honesty, scheduling one-on-one
calls, and providing monthly reports. It cautions against using social media, as only 22% of investors use
social media for relevant communication (Patel, 2015). In another poll conducted by Inside Investor
Relations, only 33% of respondents view social media to be a good place to have conversations concerning
investor-related topics. This resistance towards social media from investors differs from the communication
methods for other stakeholders.

The key message that we want to communicate to investors is that we are keeping them in mind with every
decision we make. With our Performance with Purpose campaign, one of the goals is that by 2025, at least
66% of PepsiCo’s beverage portfolio will be healthier, specifically with 100 calories or less from added
sugars (Kell, 2016). One of the reasons for focusing on healthier products is to increase profits and remain
competitive in the industry, since sales of soft drinks are continuing to decline year after year (Kell, 2016).
We need to communicate to investors that we are dedicated to remaining competitive in the industry by
adapting our product lines.

Response

Overview
Our plan can be implemented by creating a new, comprehensive advertising campaign with the marketing
department. This advertising campaign will focus on connecting our healthier products with the overall
PepsiCo brand. It will involve traditional advertising and social media, in addition to promotion through
our large sponsorships. Once completed, our advertising efforts will be evaluated and we will consider
future marketing initiatives.

Next Steps
In order to address communication issues, increase brand awareness, and push PepsiCo’s healthier products,
we need to implement a comprehensive advertising campaign that utilizes social media, traditional
advertising, and major company sponsorships. To begin, our marketing department must put together a
wide variety of advertisements that speak to our target demographics, specifically millennials and domestic
consumers. These advertisements need to convey the same message: PepsiCo has a wide variety of products
besides soda and many of these products are healthy. Once completed, these advertisements will be rolled
out through social media, websites, and traditional advertising mediums like television. This first step is to
make consumers aware of PepsiCo products and build curiosity around products that consumers have been
previously unaware of. The second step will be cementing healthy brand recognition for PepsiCo in
consumers’ minds by highlighting our healthy brands with our major sponsorships. We will do this by using
our sponsorships with organizations like the NBA, NHL, and NFL to push our healthy brands. In the past
we have focused on advertising soft drink products with these sponsorships, now we should use this
platform to showcase healthier PepsiCo products to our consumers. We will use our Super Bowl
sponsorship as a last media blitz for this campaign. Once these steps are completed, we will research
whether or not our advertising push was successful. From there we can decide whether or not to continue
to advertise our healthy products under PepsiCo or adopt a different marketing strategy.

Projected Budget
Overview
Our projected budget for our advertising strategy is $2.7 billion. This budget includes advertising expenses
and sponsorship expenses that will be necessary to implement planned actions.

$2.4 billion on advertising (Pratap, 2018)

This is similar to past advertising costs, and should be expected because we are not looking to increase
advertising, just change the focus of what we are advertising.

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$7 million on Super Bowl halftime show, $33 million on Super Bowl advertising (Florio, 2012)
These are the costs we are paying to maintain our sponsorship with the NFL Super Bowl.

~$300 million on Sponsorships (Florio, 2012)

We should expect to pay this much in order to maintain our sponsorships with the NBA, NHL, and NFL.

Expected ROI
Our advertising campaign will require a budget of $2.7 Billion. We hope that we will earn $2.95 Billion.
This will result in a Return on Investment of 9.2%.

ROI = ~9.2%
Current Value of Investment = $2.95 Billion
Cost of Investment = $2.7 Billion

Timeline

Conclusion
PepsiCo faces the issue of building brand awareness for our healthier brands. This communication issue
has a significant impact on our major stakeholders: consumers, customers, competitors, and investors. In
order to alleviate this issue, we must carefully communicate a message to increase brand awareness that
will benefit our investors, customers, and consumers and put pressure on our competitors. We will
accomplish this by implementing an advertising campaign that utilizes social media, traditional advertising,
and strong sponsorships. We must begin working on this advertising campaign starting in March in order
to maximize the effectiveness of this campaign and to achieve our goal.

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References

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Kell, J. (2016, March 29). Soda Consumption Falls to 30-Year Low in the U.S. Retrieved from
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