PepsiCo provided a safe harbor statement noting that any forward-looking statements are based on currently available information and are subject to risks and uncertainties. It also provided information on non-GAAP measures and directing readers to its website for disclosure and reconciliation. The document then discussed PepsiCo's business overview, including that it is a global beverage and convenient food company with iconic brands, $91 billion in net revenue in 2023, and nearly $14 billion in core operating profit. It operates through a divisional structure with a focus on local consumers.
Decentralized social networks are emerging as the next trend, allowing individual users more control over their data and experience. As concerns grow over privacy and data usage on mainstream platforms, decentralized networks run by consumers rather than corporations offer an alternative. However, challenges remain around moderation and preventing toxicity without centralized oversight. In 2023, one or two decentralized networks may start to gain significant traction if they can address these issues, putting pressure on major platforms to offer users more choice and autonomy.
What does the future look like? Is it a dark space where we’re suffering from varying degrees of techamphetamine or are we heading towards a Utopian fantasy of abundance and harmony?
Understanding that our basic human needs and wants barely change, we explore the future state of a range of topics; from our need for physical sustenance through to our age-long fascination of transcending the limitations of our biology.
Looking at the future from a human perspective, our potential for greatness is teetering on a fine line between darkness and hope. We’re banking on the latter.
Microsoft to Acquire LinkedIn: Overview for InvestorsMicrosoft
The document contains forward-looking statements about the proposed transaction between Microsoft and LinkedIn, noting potential benefits but also risks that could impact the completion or timing of the deal. It notes many factors that could cause actual results to differ from expectations. Additional information on the transaction will be filed with regulators and provided to LinkedIn shareholders to consider the proposal. Microsoft and LinkedIn directors may be deemed participants in soliciting shareholder approval.
Jonathan Lee, Managing Director, Brand Strategy, and Ken Allard, Managing Director, Business Strategy at HUGE, gave this presentation at "Ambidexterity 2," the VCU Brandcenter's Executive Education program for account planning on June 24th at the VCU Brandcenter in Richmond, VA.
Content Methodology: A Best Practices Report (Webinar)contently
This document provides an overview of content methodology best practices. It defines content methodology as establishing objectives, KPIs, and a culture of continuous learning and iteration. An effective methodology focuses on connecting with audiences, creating optimal content, and optimizing processes. It also discusses why a methodology is needed due to the competitive landscape, proliferation of channels, and opportunities for improvement. Components of an effective methodology include defining objectives and KPIs, audience analysis, identifying opportunities, and evaluating resources. The document concludes with recommendations around creating a content plan, testing and optimizing content over 90 days.
Fight for Yourself: How to Sell Your Ideas and Crush PresentationsDigital Surgeons
Don't let your blood, sweat, and pixels be overlooked, great creative doesn't sell itself.
Every presentation is a story, an opportunity to sell not just your work, but what people actually buy — YOU.
This presentation will walk viewers through three core aspects of winning at any presentation, Confidence, Comprehension, and Conviction.
These concepts, central to your work as a creative professional, are backed by science and bolstered by thoughts from some of the world’s leading creative professionals.
The Great State of Design with CSS Grid Layout and FriendsStacy Kvernmo
This document discusses the importance of doing work that you love and believe is great. It includes a quote from Steve Jobs about finding truly satisfying work by doing what you believe is great work and loving what you do. The rest of the document provides examples of challenges, questions, and discussions that commonly come up for designers in their work.
The document discusses social media trends for 2023. It notes that TikTok has cemented itself as the dominant platform and is rewriting industry rules by prioritizing organic content and participation. Organic and earned efforts are making a comeback as platforms like Facebook and YouTube see declining revenues and engagement. Brands are taking a more channel-agnostic approach and focusing on engagement and community building rather than uniform strategies across platforms.
WTF - Why the Future Is Up to Us - pptx versionTim O'Reilly
This is the talk I gave January 12, 2017 at the G20/OECD Conference on the Digital Future in Berlin. I talk about fitness landscapes as applied to technology and business, the role of unchecked financialization in the state of our politics and economy, and why technology really wants to create jobs, not destroy them. (There is a separate PDF version, but some readers said the notes were too fuzzy to read.)
Design for Startups - Build Better Products, Not More FeaturesVitaly Golomb
Pre-order Vitaly's book "Accelerated Startup – The New Business School" http://golomb.net/book
Apple owes the title of the world’s most valuable company to its genius in design. Good design is never accidental and at the core of a successful product is an elegant solution to a painful problem. Design has earned a very important seat at the table with today’s companies especially in the world of software and apps. In this highly engaging presentation, Vitaly covers principles and business value of good design, design disciplines, how to hire and work with designers, and the design success formula.
This publication serves as the first in-depth DMCC (Dubai Multi Commodities Centre) thought leadership report on the global and local gaming and esports ecosystem. It gathers contributions from key opinion leaders to share their views on where the gaming and esports industry is heading and places emphasis on the drivers of gaming and esports from a technology, culture and business perspective.
Marketplaces are one of the main online shopping destinations for consumers. Now present in all regions of the world, marketplaces have fundamentally changed the commerce landscape, the way we shop, and how businesses go to market with their products and services. And although marketplaces are based on the same concept of first- and third-party selling, they are vastly different from each other. But how do brands accelerate growth? And what are the requirements for success
Understanding Reddit: The Social Media Superpower You've Probably Never Heard OfBrent Csutoras
Http://www.kairaymedia.com
With over 230 million visitors viewing almost 8 billion pages a month, Reddit is simply one of the best opportunities to connect directly with your brand’s target audience. This presentation will break down everything you need to know about Reddit to engage effectively on the site and have success.
Dispatches From The New Economy: The On-Demand Economy And The Future Of WorkIntuit Inc.
From delivery, transportation and household errands, to professional services and consulting, the on-demand economy is changing the way people consume goods and services. It is also changing the way people work. Intuit and Emergent Research forecast that the number of people working on-demand jobs will grow from 3.2 million Americans to 7.6 million by 2020. This is a once in a generation opportunity to empower the future of work and a new face of entrepreneurship.
Dispatches from the New Economy: The On-Demand Workforce provides a detailed analysis of the demographics, motivations and challenges of workers pursuing on-demand jobs. The data comes from a study from Intuit and Emergent Research that examined people working via eleven on-demand economy and online talent marketplace companies. Study participants included: Deliv, Field Nation, HourlyNerd, MBO Partners, OnForce, Uber, Upwork (formerly Elance-oDesk), Visually, Wonolo, and Work Market.
Methodology
A total of 4,622 workers who find work opportunities via the platforms provided by the participating partner companies completed an online survey between September 11 and October 1, 2015. The results were weighted to reflect the proportion of workers in each of the following segments: Drivers/Delivery, Online Talent Marketplaces and Field Service/Onsite Talent. The weights were developed using earlier survey work that sized the on-demand economy. The largest weighted share of on-demand worker respondents from any single company is 16%, with most partner companies providing less than 10% of the respondents.
This document outlines 50 essential content marketing hacks presented by Matt Heinz, President of Heinz Marketing Inc. at CMWorld. It provides an agenda for the presentation and covers topics such as content planning, measurement, formats, distribution, influencer engagement, repurposing content, and getting sales teams to leverage content. The goal is to provide new tools, tricks and best practices to help convert readers into customers through effective content marketing.
This document discusses better collaboration between agencies and clients. It notes that historically, agencies did not provide clients with a full understanding of the creative process or ideas, and clients did not know how to properly evaluate work. It advocates that agencies start presentations with the agreed upon creative brief to provide necessary context before presenting ideas. Agencies should tell a story that bridges the brief to the final idea, giving clients a complete understanding. The document also provides models for properly evaluating ideas and ensuring collaborative discussions between agencies and clients.
Karlyn Borysenko and I discuss the elements of putting together an impactful presentation and how to submit them to conferences.
Originally presented at Penn State Web - updated and reshared at HighEdWeb 2016 in Memphis Tennessee.
PepsiCo is a global beverage and convenient foods company with large, trusted brands generating over $86 billion in annual revenue. It has delivered strong financial results by accelerating investments, increasing consumer centricity, and operating within planetary boundaries. PepsiCo remains focused on executing its strategic framework to create growth across its portfolio of beverages and convenient foods through initiatives that make it faster, stronger, and better.
Hugh Johnston, Vice Chairman and CFO of PepsiCo, discussed the company's financial outlook and value creation proposition at the CAGNY 2021 conference. PepsiCo aims to deliver consistent organic revenue growth of 4-6% annually through consumer-centric innovation, growing its core brands and addressing strategic gaps. This translates to a profitable growth equation of organic revenue growth, annual productivity savings of $1 billion, and core operating margin expansion of 20-30 basis points per year on average. Margin profiles vary significantly by business, with Frito-Lay North America and Quaker Foods North America targeting sustaining or increasing their combined core operating margin of 29.3% through investments to accelerate growth and enhance competitive advantages.
PepsiCo provided guidance for 2019, noting organic revenue growth of 4% but a 1% decline in core constant currency EPS due to higher net capital spending and lapping prior year gains. The company outlined priorities to become faster, stronger, and better through initiatives like increasing consumer centricity, transforming costs and capabilities with technology, and further integrating sustainability. Long-term goals include 4-6% organic revenue growth, core operating margin expansion, high-single digit core EPS growth, and increasing core net ROIC.
Ingredion is a leading global ingredient solutions provider that brings together people, nature, and technology to create ingredients that make life better. The presentation discusses Ingredion's strategy to drive growth through commercial excellence, specialties, cost savings, and developing their people. Ingredion has a unique value proposition in the $155 billion global ingredient market through their customer intimacy, global reach and local touch, and ability to innovate and accelerate ingredients from idea to shelf.
Morgan Stanley Conference Deck November 2016irusfoods
US Foods presented their strategy at the Morgan Stanley Consumer and Retail Conference. Their strategy focuses on four areas: winning food leadership through innovative products and private brands; differentiating through an easy customer experience with e-commerce and analytics; competing through flawless fundamentals like perfect orders and food safety; and building on a foundational culture. They outlined initiatives to drive growth such as product launches, acquisitions, increasing center-of-plate and produce penetration, and reducing operating expenses. The overall strategy aims to increase sales and margins through extending their differentiation in the marketplace.
Coca Cola Investor Day 2017 - James Qunicey - CEONeil Kimberley
- James Quincey is the President and Chief Executive Officer of The Coca-Cola Company.
- The presentation includes non-GAAP financial measures and forward-looking statements that are subject to risks and uncertainties.
- The presentation discusses strategies to accelerate growth of the Company's leading consumer-centric brand portfolio, drive revenue growth, strengthen the system's value-creation advantage by digitizing the system, and unlock the power of employees.
The Coca-Cola Company held its annual CAGNY conference on February 21, 2023. Chairman and CEO James Quincey and President and CFO John Murphy presented on key themes of delivering in a dynamic world, winning together locally, pursuing excellence globally, and compounding quality value. The Coca-Cola system has significant headroom for growth through expanding opportunities in emerging categories and developing/emerging markets. The company is well positioned with a portfolio strategy, global system, and focus on sustainability to create long-term value for shareholders.
The presentation provides an overview of Hershey's business model and strategies to sustain momentum and deliver shareholder returns. Hershey has a growing portfolio of beloved brands that hold strong US market shares. It has unmatched capabilities connecting it to consumers through customer strategies, data analytics, agile supply chain, and precision consumer messaging. Hershey also has a dynamic workforce and takes a long-term view in its growth, focusing on environmental, social and governance goals. Its strategies are aimed at balanced long-term sales growth and margin expansion to deliver consistent earnings growth and healthy cash flow.
The document provides an overview of The Coca-Cola Company's 2020 outlook. It discusses non-GAAP financial measures and the inability to reconcile certain projected 2020 metrics to GAAP due to uncertainties. It also notes forward-looking statements are subject to risks and uncertainties that could cause actual results to differ from expectations.
SYY CAGNY 2024 PRESENTATION (February 20, 2024)SYYIR
This document provides forward-looking statements and discusses Sysco's expectations for fiscal year 2024. Some of the key points include:
- Sysco expects mid-single digit sales growth to $80 billion and 5-10% adjusted EPS growth to a range of $4.20 to $4.40 for fiscal year 2024.
- Sysco believes its Recipe for Growth strategy and strategic priorities will enable it to consistently outperform the market.
- The document outlines various risks and uncertainties that could cause actual results to differ from Sysco's expectations.
Consumer Analyst Group of New York (CAGNY) Conference 2023Sysco_Investors
The document discusses forward-looking statements and contains risks and uncertainties. It provides an overview of Sysco's business including its annual sales, customer locations, colleagues, and brands. The document outlines Sysco's Recipe for Growth strategy including initiatives around digital, products and solutions, supply chain, customer teams, and future horizons.
Brian Kelley, CEO of Keurig Green Mountain, discussed the company's outlook and priorities at the CAGNY Conference on February 19, 2015. The company expects mid-single digit non-GAAP EPS growth in fiscal year 2015 despite negative impacts from foreign exchange rates and equity transactions. Keurig's priorities are to successfully launch the Keurig Cold system, continue investing in innovation, improve growth of the Keurig hot system, and begin global expansion of the Keurig system.
The document summarizes a presentation given at the CAGNY conference by J.P. Bilbrey, President and CEO of The Hershey Company. It discusses the company's strategies to drive predictable, profitable, and sustainable results globally through international expansion, portfolio growth, delivering strong North American performance, innovation, and leveraging knowledge and capabilities. It provides an outlook for 2015 with a focus on net sales growth, adjusted gross and operating margin expansion, and adjusted earnings per share growth.
Pinnacle Foods held a presentation at Barclay's Global Consumer Staples Conference on September 6, 2017. The presentation discussed Pinnacle's portfolio of brands, financial performance, and outlook. Pinnacle has a diversified portfolio across grocery, specialty, Boulder, and frozen categories. It is focused on accelerating profitable top-line growth through initiatives like expanding its health and wellness presence, enhancing e-commerce, and leveraging the scale of its brand portfolio. Pinnacle expects to continue expanding margins through initiatives such as network optimization and productivity programs.
This presentation discusses Molson Coors' strategic framework and priorities. It summarizes that Molson Coors aims to drive sustainable growth and long-term shareholder returns through brand-led profit growth, cash generation, and disciplined capital allocation with a focus on profit after capital charge. Key priorities for 2017 include integrating the MillerCoors acquisition, achieving cost savings, paying down debt, and delivering top- and bottom-line performance.
This presentation contains forward-looking statements and discusses risks and uncertainties that could cause actual results to differ from projections. It provides an overview of Winnebago Industries' portfolio of outdoor lifestyle brands in RV, marine, and specialty vehicles. The presentation discusses Winnebago's strategic priorities, integrated operating model, investment thesis, growing revenue and market share gains, expanding portfolio and profitability, capital allocation approach, strong balance sheet and liquidity, and the large and growing outdoor recreation industry.
Pepsi 2014 Strategy Presentation at 2014 CAGNYNeil Kimberley
Brian Cornell and Tom Greco presented on PepsiCo's strategy to win in North America. Key priorities included innovation focused on insights, execution both at headquarters and stores, leveraging scale for productivity, and building brands. Frito-Lay delivered balanced growth in 2013 through innovation, execution of its playbook focused on demand spaces, and brand building including successful campaigns for Lay's and Doritos. GES initiatives were also driving benefits. The presentation highlighted opportunities for continued growth in snacks through this strategy.
Sandy Douglas, President of Coca-Cola North America, and Kathy Waller, CFO, presented at the Morgan Stanley Global Consumer Conference on November 17, 2015. The presentation discussed Coca-Cola's strategic actions and financial performance year-to-date. Coca-Cola is achieving its goals of disciplined brand investments, revenue and profit growth, refocusing on its core business model, expanding productivity, and streamlining operations. While currencies pose a challenge, Coca-Cola's underlying margin structure and cash flow are improving.
Progyny JP Morgan Presentation January 2023.pdfssuser5105e0
This document provides an overview of Progyny, a benefits company focused on fertility and family building. It discusses Progyny's mission-driven approach, data-driven network management, and track record of superior clinical outcomes. The document also reviews Progyny's growth, highlighting near 100% client retention and expanding coverage to over 5 million lives. It positions Progyny as the only fully-managed family building solution and discusses how its approach delivers tangible value through savings and healthier outcomes compared to alternative programs.
Similar to PEPSICO Presentation to CAGNY Conference Feb 2024 (20)
Mondelez State of Snacking and Future Trends 2023Neil Kimberley
Presentation from Mondelez on the demographics of Snacking and the global trends impacting the growth of snacking around the world. Rich in graphics and data, its a trove of useful information about snacks, snackers and snacking.
2024 Numerator Consumer Study of Cannabis UsageNeil Kimberley
Numerator is a unique quantative research company that creates consumer behavior insights from retail purchases. This study explores the consumer behavior of consumers who purchase Cannabis and CBD in the USA.
Trian White Paper on Creating Value at Disney April 2024Neil Kimberley
Nelson Peltz owns and operates Trian Capital. Trian's strategy is to identify underperforming public companies, then intervene as an activist investor to enact aggressive value creating strategies. This white paper outlines an approach for DIS (Disney, who owns TV Stations, film studios and theme parks to change strategy and create more value for their shareholders. Peltz has a past in many CPG businesses like Snapple, Kraft Heinz and Wendy's...
Kraft Heinz Presentation at the 2024 CAGNY.pdfNeil Kimberley
Senior management of Kraft Heinz presents to the Consumer Analyst Group of New York in February 2024. This presentations are also available at the Krafyt Heinz website, along with a webcast of the commentary.
Miller Coors Presentation at CAGNY Feb 2024Neil Kimberley
Presentation by Miller Coors Senior Management at the Feb 2024 Consumer Analyst Group of New York, Feb 2024. Over of strategy for Miller Coors to become a total beverage company.
2022 Beverage Forum Non-Alcoholic Workshop[87].pdfNeil Kimberley
The document summarizes key trends in the non-alcoholic beverage market presented at a market trends workshop. It finds that while the overall beverage market rebounded in 2021 after declines in 2020, inflation increased costs and may dampen future growth. Liquid refreshment beverages outperformed while traditional categories declined. Bottled water significantly gained volume share over the last decade while carbonated soft drinks lost share. Health and wellness attributes are driving category growth.
The document discusses Purina PetCare's strategy for generating strong growth in the United States pet care market. It provides an overview of the large and growing US pet care category, Purina PetCare's leading market position, and its strategies to drive continued growth. These include extending its leadership through innovation and premiumization, strengthening consumer connections through digital channels and services, and creating shared value for pets, people, and communities. Purina PetCare is well-positioned for ongoing growth given the attractive market dynamics and its portfolio of leading brands meeting evolving consumer needs through nutrition science.
Miguel Patricio is the Chief Executive Officer and Chair of the Board of Kraft Heinz. The presentation discusses Kraft Heinz's strategy to accelerate profitable growth through focusing on their strongest portfolio of iconic brands, growth pillars, and key enablers. Key growth pillars include the U.S. retail business, foodservice, and emerging markets. Enablers such as innovation, marketing, and supply chain efficiencies are highlighted as ways to capture growth and market share. The strategy aims to position Kraft Heinz for top-tier stockholder returns through consistent performance and best-in-class execution.
Jeff Harmening discussed General Mills' Accelerate strategy and strong execution in North America retail. The strategy focuses on core markets, global platforms, and portfolio reshaping to drive sales growth. In North America retail, exceptional brand building, innovation, and execution have led to market share gains across key categories and consistently strong financial results.
This document analyzes the economic impact of Instacart on the U.S. grocery industry both before and during the COVID-19 pandemic through a series of statistical models. Some of the key findings include:
1) Before the pandemic, Instacart was responsible for creating approximately 116,000 jobs and increasing grocery revenue by $2.9 billion in the U.S.
2) During the pandemic, Instacart created an additional 70,000 jobs and increased grocery revenue by $3.5 billion.
3) Instacart accounted for 92% of the net job growth in the grocery industry associated with COVID-19.
- Flow Investor Presentation from July 2021 outlines the company's investment thesis, growth trajectory, and achievements.
- Flow competes in the fast-growing premium water, sustainable packaging water, and functional water segments.
- Key growth drivers include expanding retail distribution, e-commerce, new product innovation, and operational expansion.
- Recent company achievements include 97% revenue growth YTD and a B Corp score of 126.5, the highest in the water category.
This document is an S-1 registration statement filed with the SEC by The Vita Coco Company, Inc. in preparation for an initial public offering of common stock. The filing includes details of the company such as its name, address, state of incorporation, description of business and risk factors. It states that the company intends to offer shares of common stock and provides an estimated price range for the IPO.
Unilever outlined 5 strategic choices to drive growth: 1) Develop their portfolio into high growth spaces like prestige beauty and functional nutrition. 2) Win with purpose-driven brands powered by innovation. 3) Accelerate in the US, India, China and emerging markets. 4) Lead in future channels. 5) Build a purpose-led organization with a growth culture. They will focus on operational excellence, improving competitiveness, and driving long-term growth and margin improvement.
François-Xavier Roger, CFO of Nestlé, discusses the company's focus on sustainability leadership and creating shared value. Nestlé has a proven track record of margin improvement and cost savings over the past 4 years. Sustainability investments of CHF 3.2 billion from 2020-2025 are expected to be earnings-neutral through a similar resource generation model. Sustainability is integral to Nestlé's growth strategy and consumer expectations, including increasing investments in climate action, sustainable packaging, and plant-based products.
Laurent Freixe presented on driving sustainable value creation in Zone Americas. Some key points:
1) Zone Americas has a strong footprint across North and Latin America with $37.7 billion in sales and over 90,000 employees.
2) Zone Americas has accelerated organic growth from 3.4% in 2017 to 4.8% in 2020 while reducing structural costs and increasing underlying operating profit margin.
3) Sustainability is at the core of the strategic framework, including initiatives from farm to fork and beyond like regenerative agriculture, renewable energy, and reducing water usage.
NewBase 05 July 2024 Energy News issue - 1736 by Khaled Al Awadi_compresse...Khaled Al Awadi
NewBase Energy is pleased to present you with the latest energy NewBase 05 July 2024 Energy News issue - 1736 by Khaled Al Awadi , Founder & S. Editor.NewBase Energy is pleased to present you with the latest energy NewBase 05 July 2024 Energy News issue - 1736 by Khaled Al Awadi , Founder & S. Editor.NewBase Energy is pleased to present you with the latest energy NewBase 05 July 2024 Energy News issue - 1736 by Khaled Al Awadi , Founder & S. Editor.NewBase Energy is pleased to present you with the latest energy NewBase 05 July 2024 Energy News issue - 1736 by Khaled Al Awadi , Founder & S. Editor.NewBase Energy is pleased to present you with the latest energy NewBase 05 July 2024 Energy News issue - 1736 by Khaled Al Awadi , Founder & S. Editor.
With their ubiquitous presence in everyday transactions, credit card payment solution not only facilitate seamless payments but also shape global economic landscapes and consumer behaviors. Visit us at: https://webpays.com/credit-card-payment-solution.html
Christmas Decorations_ A Guide to Small Christmas Trees, Candle Centerpieces,...Lynch Creek Farm
Transform your home into a festive wonderland this Christmas with our guide to small Christmas trees, elegant candle centerpieces, and unique wreaths for your front door. Discover the perfect small Christmas tree for limited spaces, learn how to create stunning candle centerpieces, and find the best unique wreaths for your front door to welcome guests. Embrace sustainable decorating ideas, personalize your decor, and achieve a cohesive holiday look that spreads joy throughout your home.
United Kingdom's Real Estate Mogul: Newman George Leech's Impact on the Swiss...Newman George Leech
Understand the profound impact Newman George Leech has had on the Swiss real estate sector, managing €500 million in assets, while operating from the United Kingdom.
Guide to Obtaining a Money Changer License in SingaporeEnterslice
Obtaining a Money Changer License in Singapore involves thorough preparation and adherence to regulatory guidelines. Applicants must submit a detailed business plan, demonstrate financial stability, and fulfill stringent anti-money laundering requirements. The Monetary Authority of Singapore (MAS) carefully evaluates each application to ensure compliance with regulatory standards before granting the license.
More Information:- https://enterslice.com/sg/money-changer-license-in-singapore
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Initial Resource Estimate:
74.9Moz at 980 G/T AgEq
Focused on Discovering High-grade, Quality Ounces.
The initial resource estimate on the high-grade silver “Waterpump Creek” zone of our 100% owned carbonate replacement deposit (CRD) was published in February 2024.
Our intact mineral system encompasses the past producing Illinois Creek gold-silver mine, the Waterpump Creek deposit, and the Honker gold prospect, which make up the CRD system in focus. 25 kilometers northeast of the Illinois Creek CRD are the Round Top copper and the TG North CRD prospects. All prospects were originally discovered by Anaconda Minerals Co. in the 1980's. Since 2010, WAM reassembled the Anaconda land package and has been actively exploring the district. WAM’s 100% owned claims cover 73,120 acres (114.25 square miles).
WAM brings together a team of seasoned professionals. Our strategic approach is underpinned by innovative exploration techniques and a deep understanding of the geological intricacies of the region.
Staffan Canback - The 18 Rays of Project ManagementTellusant, Inc.
A while back I created this training material for project managers in 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 𝗰𝗼𝗻𝘀𝘂𝗹𝘁𝗶𝗻𝗴. I am now sharing it widely since it is useful to a broader audience.
A central theme is that project management is much more than putting together presentations. It covers all kinds of high-level cognitive efforts, which is why it is exciting (at first).
It is also important to note that you do not improvise your way into project management. It is a well-developed craft that is far down its experience curve.
I started my career at McKinsey & Company in 1984 and was an Engagement Manager between 1986 and 1989. I then became a partner. So my project management days are long gone, but I have interacted with and trained countless young consultants since.
The document is not a manual. If you follow it 100% you would not have time to do your project management job. But I trust there is always an idea or two that is useful on any project.
To me, the most difficult part of this document was to create the 18 rays with the grey contours. It involves some trigonometry. Getting this right was fun.
In today's competitive business environment, a well-defined marketing strategy is essential for
any organization aiming to achieve long-term success. A marketing strategy serves as a
comprehensive plan that outlines an organization's overall game plan for reaching prospective
consumers and turning them into loyal customers. It encompasses a company's value
proposition, key brand messaging, data on target customer demographics, and other highlevel elements. A robust marketing strategy is grounded in understanding the market,
analyzing consumer behavior, and identifying the most effective ways to communicate the
value of the company's products or services.
2. Safe Harbor Statement & Non-GAAP Information
Safe Harbor Statement
Statements in this communication that are “forward-
looking statements,” including our long-term targets, are
based on currently available information, operating plans
and projections about future events and trends.
Terminology such as “aim,” “anticipate,” “believe,” “drive,”
“estimate,” “expect,” “expressed confidence,” “forecast,”
“future,” “goal,” “guidance,” “intend,” “may,” “objective,”
“outlook,” “plan,” “position,” “potential,” “project,” “seek,”
“should,” “strategy,” “target,” “will” or similar statements
or variations of such words and other similar expressions
are intended to identify forward-looking statements,
although not all forward-looking statements contain such
terms. Forward-looking statements inherently involve risks
and uncertainties that could cause actual results to differ
materially from those predicted in such forward-looking
statements. Such risks and uncertainties include, but are
not limited to: the risks associated with the deadly conflict
in Ukraine; future demand for PepsiCo’s products;
damage to PepsiCo’s reputation or brand image; product
recalls or other issues or concerns with respect to product
quality and safety; PepsiCo’s ability to compete effectively;
PepsiCo’s ability to attract, develop and maintain a highly
skilled and diverse workforce or effectively manage
changes in our workforce; water scarcity; changes in the
retail landscape or in sales to any key customer;
disruption of PepsiCo’s manufacturing operations or
supply chain, including continued increased commodity,
packaging, transportation, labor and other input costs;
political, social or geopolitical conditions in the markets
where PepsiCo’s products are made, manufactured,
distributed or sold; PepsiCo’s ability to grow its business
in developing and emerging markets; changes in
economic conditions in the countries in which PepsiCo
operates; future cyber incidents and other disruptions to
our information systems; failure to successfully complete
or manage strategic transactions; PepsiCo’s reliance on
third-party service providers and enterprise-wide systems;
climate change or measures to address climate change
and other sustainability matters; strikes or work
stoppages; failure to realize benefits from PepsiCo’s
productivity initiatives; deterioration in estimates and
underlying assumptions regarding future performance of
our business or investments that can result in impairment
charges; fluctuations or other changes in exchange rates;
any downgrade or potential downgrade of PepsiCo’s
credit ratings; imposition or proposed imposition of new
or increased taxes aimed at PepsiCo’s products;
imposition of limitations on the marketing or sale of
PepsiCo’s products; changes in laws and regulations
related to the use or disposal of plastics or other
packaging materials; failure to comply with personal data
protection and privacy laws; increase in income tax rates,
changes in income tax laws or disagreements with tax
authorities; failure to adequately protect PepsiCo’s
intellectual property rights or infringement on intellectual
property rights of others; failure to comply with applicable
laws and regulations; and potential liabilities and costs
from litigation, claims, legal or regulatory proceedings,
inquiries or investigations.
For additional information on these and other factors that
could cause PepsiCo’s actual results to materially differ
from those set forth herein, please see PepsiCo’s filings
with the Securities and Exchange Commission, including
its most recent annual report on Form 10-K and
subsequent reports on Forms 10-Q and 8-K. Investors are
cautioned not to place undue reliance on any such
forward-looking statements, which speak only as of the
date they are made. PepsiCo undertakes no obligation to
update any forward-looking statements, whether as a
result of new information, future events or otherwise.
Non-GAAP Information
Please refer to PepsiCo’s website at www.pepsico.com in
the “Investors” section under “Financial Information –
Events and Presentations,” and PepsiCo’s filings with the
Securities and Exchange Commission, to find disclosure
and a reconciliation of any non-GAAP financial measures
contained herein. PepsiCo provides guidance on a non-
GAAP basis as the Company cannot predict certain
elements which are included in reported GAAP results,
including the impact of foreign exchange and mark-to-
market adjustments.
2
3. WHO WE ARE
1
WHO WE ARE WHERE WE ARE WHERE WE ARE
GOING
CAPITAL ALLOCATION
& FINANCIAL TARGETS
3
4. We are a global
beverage and
convenient food
company with
large, iconic and
trusted brands
4
NET REVENUE
More than
$91
BILLION
in 2023
ICONIC GLOBAL
BRANDS
Sold in
OVER
200
countries and
territories
CORE OPERATING
PROFIT
Nearly
$14
BILLION
in 2023
2023 reported operating profit was $12.0 billion. Core operating profit is a non-GAAP financial measure that excludes certain items.
5. $91B
Net Revenue
That are well-
positioned in
large, attractive
categories
5
Leader in
savory snacks
CONVENIENT
FOOD
Expanding into other
convenient food occasions
Strong position in
all LRB categories
Expanding across
beverage occasions
$53B $38B
PepsiCo data based on 2023 reported net revenue. Market share data
(retail sales for savory snacks and beverages) based on 2023 Euromonitor.
59% 41%
6. Europe
14%
LatAm
13%
AMESA
7%
APAC
5%
PBNA
30%
FLNA
27%
QFNA
3%
INCLUDING A DIVISIONAL STRUCTURE DESIGNED TO
OPERATE WITH A LOCAL FOCUS ON THE CONSUMER
6
PepsiCo data based on 2023 reported net revenue. Percentages may not sum due to rounding.
Developed and Developing & Emerging Markets were 69% and 31% of PepsiCo’s 2023 reported net revenue, respectively.
International
$36B
North
America
$55B
Division / Geography
Net Revenue Breakdown
61% 39%
$91B
7. LED BY A DIVERSE PORTFOLIO OF TRUSTED BRANDS LOVED
BY CONSUMERS IN NORTH AMERICA
7 PepsiCo data based on 2023 reported net revenue.
Net Revenue
~$28B
Net Revenue
~$25B
Net Revenue
~$3B
PEPSICO BEVERAGES
NORTH AMERICA
FRITO LAY
NORTH AMERICA
QUAKER FOODS
NORTH AMERICA
Brands that span across Salty,
Savory and Macrosnacks
Broad presence across LRB
including CSD, Sports/Hydration,
RTD Coffee/Tea and Energy
Strong presence in Breakfast
offerings, Lite snacks and
Side/Pasta dishes
#1 Manufacturer Ranking Kantar PoweRanking Survey 8th Consecutive Year
8. AND AN EXPANSIVE REACH ACROSS INTERNATIONAL
MARKETS
8
PepsiCo data based on 2023 reported net revenue.
Food and beverage mix sourced from 2023 Form 10-K filed with the SEC.
Net Revenue
~$12B
Net Revenue
~$13B
Net Revenue
~$6B
Net Revenue
~$5B
Brazil
Mexico Colombia
U.K. France
Turkey Egypt India
South
Africa
China Australia Thailand
Saudi Pakistan Vietnam Philippines
Chile
Poland Spain Peru
Food / Beverage %
52% / 48%
Food / Beverage % Food / Beverage % Food / Beverage %
91% / 9% 71% / 29% 77% / 23%
EUROPE LATIN AMERICA AMESA APAC
9. SHARING A STRATEGIC FRAMEWORK AND CULTURE THAT
EMPHASIZES PERFORMANCE, OWNERSHIP AND INCLUSIVITY
9
Create more smiles with every sip and every bite
Be the global leader in beverages and
convenient foods by winning with
FASTER
Winning in the marketplace,
being more consumer-centric
and accelerating investment
for topline growth
STRONGER
Transforming our capabilities, cost
and culture by operating as one
PepsiCo, leveraging technology,
winning locally and globally enabled
BETTER
Creating growth and value by
operating within planetary
boundaries and inspiring positive
change for the planet and people
MISSION
VISION
THE
PEPSICO
WAY
10. WHO WE ARE WHERE WE ARE
2
WHERE WE ARE WHERE WE ARE
GOING
CAPITAL ALLOCATION
& FINANCIAL TARGETS
10
11. SINCE 2019, WE
HAVE PRIORITIZED
INVESTMENTS
AND BUILT
CAPABILITIES
TO BECOME
FASTER,
STRONGER
AND BETTER
11
FASTER
INVESTED
Brands &
Innovation
Manufacturing
Capacity
Go to Market
Systems
Away From
Home
E-Commerce
STRONGER
ELEVATED
Holistic Cost
Management
Digitization
IT Harmonization
Talent and
Culture
BETTER
ADVANCED
Positive Choices
Integrate
Purpose into
Strategy
Positive Value
Chain
Positive
Agriculture
12. INCLUDING INVESTMENTS TO ACCELERATE GROWTH
AND BUILD FOR THE FUTURE
12
STRONGER
FASTER
BETTER
$4.2B
$5.7B
2018 2023
$3.1B
$5.3B
2018 2023
ADVERTISING & MARKETING NET CAPEX
+36%
+69%
Net capex is capital spending less cash proceeds from sales of property, plant and equipment which is a non-GAAP financial measure.
13. AS WE ELEVATED OUR FOCUS ON CONSUMER-CENTRIC
INNOVATION THAT DRIVES CONSUMPTION
13
FUNCTIONAL
AND
HYDRATION
POSITIVE
CHOICES
Pepsi
Low/Zero
Sugar
>$9B
SunChips/
Baked
>$2B
Reduced sugar and sodium, whole
grain and baked offerings
Expanding our presence to meet
consumer preferences
PACKAGE
SIZES
Variety
Multipack &
Canisters
>$3B
Expansive set of portion control
options
BOLD
FLAVORS
Bold flavors with greater assortment
and variety
Gatorade +
Propel
>$11B
Based on 2023 global estimated Retail Sales Value (RSV).
Variety Multipack is U.S. MULOC retail sales.
STRONGER
FASTER
BETTER
Energy
>$6B
14. WHICH HAS RESULTED IN STRONG REVENUE GROWTH
ACROSS OUR GLOBAL CATEGORIES AND BRANDS
14
2016 –2018 average reported net revenue grew 0.1% for Global Beverage and 1.6% for Global Convenient Food. 2019-2023 average reported net revenue growth was 5.0% for Global
Beverage and 9.1% for Global Convenient Food. Brand growth rates are 2021-2023 CAGR based on constant currency net revenue data from 25 key markets. Organic revenue growth and
constant currency net revenue are non-GAAP financial measures that exclude certain items. Reported Brand 2021-2023 net revenue CAGR are 12% Gatorade, 8% Pepsi, 8% Mountain
Dew, 15% Doritos, 14% Cheetos and 10% Lay's.
2%
5%
7%
10%
Global Beverage Global Convenient Food
2016-18 Average 2019-23 Average
ORGANIC REVENUE GROWTH
BY CATEGORY
NET REVENUE GROWTH
BY BRAND (2021-’23 CAGR)
+13%
+16%
+14%
+10%
+8%
+12%
STRONGER
FASTER
BETTER
15. AS WELL AS ACROSS GEOGRAPHIES AND MARKETS
15
2016 –2018 average reported net revenue grew 1.7% for North America and declined (0.3)% for International. 2019-2023 average reported net revenue growth was 6.9% for North
America and 7.8% for International. Organic revenue growth is a non-GAAP financial measure that excludes certain items.
NET REVENUE
BY GEOGRAPHY
ORGANIC REVENUE GROWTH
BY GEOGRAPHY
1.5%
6%
7%
10%
North America International
2016-18 Average 2019-23 Average
$40B $55B
$25B
$36B
2018 2023
NORTH AMERICA
INTERNATIONAL
STRONGER
FASTER
BETTER
$65B
$91B
Net
Revenue
+$26B
16. LED BY SIGNIFICANT GROWTH WITHIN OUR NORTH AMERICA
BUSINESSES
16
Divested juice business includes Tropicana, Naked and other select juice brands
Contribution to U.S. Food & Beverage growth based on Circana syndicated data
STRONGER
FASTER
BETTER
$40B
$55B
NORTH AMERICA NET REVENUE
PBNA
FLNA
QFNA
2018 2023
• Expanded presence across
LRB while delivering
profitable growth
• Increased zero sugar and
energy presence
• Started to advance
Beyond the Bottle
Strategy
• Divested Juice business
PBNA
FLNA
Net Revenue
>$6B SINCE 2018
Net Revenue
>$8B SINCE 2018
• Gained Savory share
• Expanded packaging
optionality
• Introduced bold new
flavors and textures
• Broadened permissible
portfolio
PepsiCo was the #1 contributor to U.S. Food & Beverage growth for four consecutive years
17. WHICH WE LEVERAGE TO BUILD AND EXPAND OUR
INTERNATIONAL BUSINESSES
17 Metrics for China, Brazil and Mexico for value share and per capita consumption are 2018-2023.
STRONGER
FASTER
BETTER
Other
International
Mexico
China
United Kingdom
Brazil
South Africa
2018 2023
$25B
$36B
INTERNATIONAL NET REVENUE
2
2023
NET REVENUE
(in USD$)
CUMULATIVE
VALUE SHARE
GAIN
PER CAPITA
CONSUMPTION
INCREASE
Mexico
China
Brazil
BUILDING SCALE IN KEY D&E MARKETS
EXPANDING THE PRESENCE OF OUR BRANDS
$7B
~$3B
~$2B
18. WITH A BROAD SET OF PRODUCTIVITY INITIATIVES THAT HELP
FUND INVESTMENTS AND IMPROVE GLOBAL PROFITABILITY
18
STRONGER
FASTER
BETTER
DRIVING EXCELLENCE AT THE BASICS
KEY INITIATIVES
Optimized Labor
Through Global
Business Services
Network & Route
Optimization
Automated Plants
& Warehouses
Transitioned from functional silos to
end-to-end approach
Digitally connected GTM to optimize
selling and merchandising
Simplified and harmonized route
design and aligned products with
optimal GTM system
Automated Warehouse storage and
optimized packaging operations
DIVISION PROFIT
Elevated Store GTM & Execution Delivering Productivity Across Many Dimensions
$8B
$10B
$4B
$6B
2018 2023
$12B
$16B
NORTH AMERICA
INTERNATIONAL
Figures for profit are division core operating profit which is a non-GAAP financial measure that excludes certain items. Division reported operating profit in 2018 was $7.9B and $3.6B for
North America and International, respectively and in 2023 was $9.8B and $4.5B for North America and International, respectively.
19. AS WE CONTINUE TO MAKE PROGRESS
AGAINST OUR GOALS
19
STRONGER
FASTER
BETTER
Metrics through 2022, PepsiCo 2022 ESG Summary.
1 Metric counts the cumulative number of regenerative acres globally since 2021. Regenerative acres reported for 2022 include U.S., Mexico, Canada and 17 European countries only.
2 Metric counts the cumulative people impacted since 2021
3 Measured versus a 2015 baseline. In 2022, we remeasured the 2015 baseline to reflect the divestiture of Tropicana, enhancements in our calculation methodology and the inclusion of additional data.
4 25% improvement goal measured against 2015 baseline. In 2022, we remeasured the 2015 baseline and prior results to reflect the divestiture of Tropicana.
5 PepsiCo considers packaging to be recyclable, compostable, biodegradable or reusable (RCBR) if certain end-of-life waste management criteria is achieved.
6 As of 2022, based on Top 26 Beverage markets, which represented 78% of our global beverages volume and Top 23 Convenient Foods markets, which represented 86% of our global convenient foods volume. Results
reflect exclusion of Be & Cheery portfolio.
POSITIVE AGRICULTURE POSITIVE VALUE CHAIN POSITIVE CHOICES
2M+
Acre collaboration with
Walmart that aims to
adopt regenerative
agriculture
0.9M+
Acres adopted
regenerative
practices since
20211
11K+
Livelihoods
improved in our
supply chain and
communities2
23% Reduction in Scope 1
and Scope 2 emissions3
22% Water efficiency improvement
vs 2025 goal of 25%3, 4
~8.7B Liters of water replenished
into watersheds in 2022
88%
Of global packaging
is recyclable, compostable,
biodegradable or
reusable5
56% Of beverages portfolio
meeting added sugars
reduction target6
68%
Of convenient foods
portfolio meeting
sodium reduction
target6
75%
Of convenient foods
portfolio meeting
saturated fat reduction
target6
20. WHICH HAS RESULTED IN FINANCIAL PERFORMANCE THAT
HAS EXCEEDED OUR LONG-TERM TARGETS IN RECENT YEARS
20
2021-23 average reported net revenue growth was 9.2% and 2021-23 average reported EPS growth was 8.8%. Organic revenue growth and core constant currency EPS growth are non-
GAAP financial measures that exclude certain items.
ORGANIC REVENUE GROWTH CORE CONSTANT CURRENCY EPS
11%
2021-23 Average Long Term Target
+4-6%
12%
2021-23 Average Long Term Target
+HSD
22. WHERE WE ARE
GOING
WHO WE ARE WHERE WE ARE
3
WHERE WE ARE
GOING
CAPITAL ALLOCATION
& FINANCIAL TARGETS
22
23. WE CONTINUE TO OPERATE IN LARGE, GLOBAL CATEGORIES
WITH AN ATTRACTIVE GROWTH PROFILE
23
PepsiCo defined convenient foods includes savory, sweet, grains and dairy foods categories. PepsiCo defined beverages includes liquid refreshment beverages and dairy categories.
Figures exclude foodservice. Market size (2022) based on retail sales value of top 80 PepsiCo countries from PepsiCo Portfolio Growth Model. Share is based on 2022 retail value share
from Euromonitor. $1.2T opportunity includes LRB and Convenient Foods, not Away From Home.
GLOBAL BEVERAGE & CONVENIENT FOOD OPPORTUNITY
Savory
Salty
CONVENIENT
FOODS
ALL EATING
OCCASIONS
LRB
CSD
ALL DRINKING
OCCASIONS
HSD% PEP Share
of Global Beverage &
Convenient Food
>$1.2 Trillion
Opportunity
+MSD%
Estimated Long-Term
Growth
24. AND WILL AIM TO GROW OUR GLOBAL PRESENCE
ACROSS OUR KEY CATEGORIES
Population information sourced from Central Intelligence Agency 2021 “The World Factbook”.
GLOBAL PRESENCE
Multiple opportunities to build our international presence where
population trends are favorable
PepsiCo Net Revenue Population
PER CAPITA CONSUMPTION OPPORTUNITIES
LRB Savory
1.7x
3.0x
NORTH AMERICA
INTERNATIONAL
24
INTERNATIONAL NORTH
AMERICA
NORTH
AMERICA
INTERNATIONAL
25. WITH A CLEAR SET OF PRIORITIES WITHIN OUR CATEGORIES
AND GEOGRAPHIES
25
GLOBAL BEVERAGES GLOBAL CONVENIENT FOODS
Consumer-Centric Innovation, Leverage Our Brands, Be Available Always And Everywhere
North America
• Drive profitable growth by addressing consumer trends
across all LRB categories
North America
• Accelerate growth by capturing new needs and occasions,
innovation and precision execution
International
• Develop greater scale in high growth LRB categories
• Strategically invest to be profitable #1 or #2 player
International
• Broaden portfolio, expand to new categories & occasions
• Build scale by driving affinity, availability and affordability,
especially in developing markets
27. WE WILL ADVANCE OUR CONSUMER-CENTRIC INNOVATION
CAPABILITIES
CONSUMER-CENTRICITY
INNOVATIVE SOLUTIONS
NEW OCCASIONS
CROSS SELL EXCITING
PRODUCTS ACROSS
PORTFOLIO
STRONGER
FASTER
BETTER
POSITIVE CHOICES
MAKE MY OWN
BEVERAGES
EXPAND OUR
BRANDS INTO
MEAL
OCCASIONS
EXTEND TO
OTHER
CATEGORIES
27
28. AND EXPAND THE SCOPE AND SCALE OF OUR BRANDS
28
LEVERAGE OUR BRANDS
STRONGER
FASTER
BETTER
29. STRONGER
FASTER
BETTER
WHILE ALSO WIDENING OUR REACH ACROSS CHANNELS
AT HOME E-COMMERCE AWAY FROM HOME
Meaningful
F&B experiences
ENSURING OUR PRODUCTS ARE EVERYWHERE
29
30. WITH BRANDS THAT CAN SPAN ACROSS MULTIPLE OCCASIONS
AND DESTINATIONS
30
STRONGER
FASTER
BETTER
ALWAYS EVERYWHERE
Experiential
Ecosystem
31. STRONGER
FASTER
BETTER
WE WILL ALSO ELEVATE OUR PRODUCTIVITY INITIATIVES
THAT WILL HELP FUND OUR INVESTMENTS FOR GROWTH
KEY INITIATIVES
Productivity
Investment for
Growth
Scale
Efficiency
Advancing
Digitalization & AI
to deliver deep consumer
intimacy and Precision at Scale
Accelerating Network
Optimization &
Automation at Plants &
Warehouses
Design to Value &
Portfolio
Optimization
Expanding the
Scope of Global
Business Services
Model
TO DRIVE ELEVATED PRODUCTIVITY
31
32. STRONGER
FASTER
BETTER
WHICH INCLUDE FOCUSED EFFORTS TO DIGITALIZE OUR
COMPANY AND BUILD CAPABILITIES
Digital & AI Capabilities
DIGITAL, DATA, AND AI TRANSFORMATION ACROSS END-TO-END VALUE CHAIN
INNOVATE + MARKET
DELIVER
SELL
PLAN
MAKE
Outcomes
• Leverage AI models to capture consumer
preferences and trends
• Personalization, direct to consumer
• Precision at Scale for seamless execution and
deliver cross selling strategies
• Net revenue management for efficient promotional activity
• Automated order building and truck loading
• Intelligent, dynamic routing
• Integrated business planning
• AI Forecasting
• Agile networks
• Digital simulations
32
33. STRONGER
FASTER
BETTER
AND ADVANCE OUR BOLD AND AMBITIOUS
AGENDA THROUGHOUT OUR ORGANIZATION
Note: Positive Agriculture goals are 2030 goals. Become Net Water Positive and Cut virgin plastic per serving by 50% are 2030 goals.
POSITIVE
AGRICULTURE
Cut virgin plastic
per serving by
across our global food
& beverage portfolio
100%
50%
of our key crops
+ ingredients
Net
Water
Positive
Reduce use +
replenish more
Diversifying ingredients
Execute our DE&I
agenda, invest more
than
7million
acres Achieve
Net-
Zero
emissions
by 2040
Evolve our portfolio of products so they are
better for the planet + people, by:
POSITIVE
VALUE CHAIN
POSITIVE
CHOICES
Leverage our iconic
brands to inspire
positive choices
Lay’s will support farmers
moving to regenerative
practices
million in our
Racial Equality Journey
by 2025
$570
Scaling little to no
single-use packaging
platforms
Accelerating science-
based targets
Expanding position in
nuts & seeds category
Spread regenerative
agriculture across
Sustainably source
33
34. CAPITAL ALLOCATION
& FINANCIAL TARGETS
WHO WE ARE WHERE WE ARE WHERE WE ARE
GOING
4
CAPITAL ALLOCATION
& FINANCIAL TARGETS
34
35. WE WILL REMAIN DISCIPLINED WITH OUR CAPITAL
ALLOCATION PRIORITIES
While creating shareholder value by prioritizing capital spending and dividends:
Committed to a strong financial foundation and maintaining an appropriate capital structure
INVESTING IN
THE BUSINESS
1
• Fund initiatives that drive
growth and productivity
through effective and efficient
use of capital
• Advance our capabilities and
reinforce sustainable business
RETURNING CASH TO
SHAREHOLDERS
2
• Pay and grow dividends
SELECTIVELY CONSIDER
ACQUISITIONS,
PARTNERSHIPS &
DIVESTITURES
3
• That meet strict strategic and
financial criteria
SHARE REPURCHASES
4
35
36. WITH A FOCUS ON INVESTING FOR GROWTH AND ELEVATING
OUR PRODUCTIVITY INITIATIVES
Net capex is capital spending less cash proceeds from sales of property, plant and equipment which is a non-GAAP financial measure.
4.4%
4.9%
6.0% 5.9%
5.6% 5.7% 5.8%
2017 2018 2019 2020 2021 2022 2023
▪ IT
Harmonization
▪ Automation
▪ Logistics
▪ Digitalization
▪ Innovation
▪ Manufacturing
Capacity
▪ Go-to-Market
Systems
▪ Agriculture
▪ Climate
▪ Packaging
Sustainability
▪ Maintenance
$2.8B $3.1B $4.1B $4.2B $4.5B $5.0B $5.3B
Net
Capex
NET CAPITAL SPENDING (% NR) 2023 CAPITAL SPENDING BREAKDOWN
36
37. AND RETURNING CASH TO SHAREHOLDERS WITH OUR 52ND
CONSECUTIVE ANNUAL DIVIDEND INCREASE
2024 dividend increase effective with the dividend expected to be paid in June 2024. We expect to repurchase $1.0 billion worth of shares in 2024.
52
Consecutive years of
dividend increases
CASH DIVIDENDS PAID PER SHARE
$1.89
$2.03 $2.13 $2.24
$2.53
$2.76
$2.96
$3.17
$3.59
$3.79
$4.02
$4.25
$4.53
$4.95
$5.33
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
CAGR
7.7%
37
38. AS WE AIM TO DELIVER ON OUR LONG-TERM TARGETS TO
CREATE VALUE FOR SHAREHOLDERS
Organic revenue growth, core operating margin and core constant currency EPS growth are non-GAAP financial measures.
PEPSICO LONG-TERM TARGETS
CREATE SHAREHOLDER
VALUE
Organic Revenue Growth +4-6%
Core Operating Margin Expansion +20-30bps
Core Constant Currency
Earnings Per Share Growth
Dividend ~3% Yield
38
+HSD