Sendong Report

It was a test of faith. Never were the Kagay-anons expecting that such a violent storm which hit the City of Cagayan de Oro, would kill their loved ones, and eventually their livelihood. Typhoon Washi, popularly known as Sendong which struck the Northern part of Mindanao on the early hours of December 17,2011 not only destroyed the city physically but as well as washing away devastatingly the social, political and the economic faiths of the city.The effects of heavy rains in the evening of 16 December until early morning of 17 December, the high tide occurrence and the debris into the river worsened the force of flash flood that impacted the catastrophe (National Disaster Risk and Management Center, 2012). People were sleeping around 2:30 a. m. when the flash flood strikes fierce fully resulting to a haunting tragedy which recorded a death toll of 674 in Cagayan de Oro according to the Final Report on the Effects and Emergency Management re Tropical Storm â€Å"SENDONG† (Washi ) prepared by the National Disaster Risk and Management Center (10 February 2012).Barangay 17, within the prior area of Cagayan de Oro City was one of the areas severely hit by the catastrophic phenomenon, and obtained the greatest share of recovery support. Sustenance and rehabilitation figures are roughly in line with the region–wide numbers. Hundreds of organizations, agencies and thousands of people from all walks of life all over the world share anything that they could give heartily, might be as in cash, in kind, service, and even in thoughtful concerns expressed through social media like Facebook or Twittter in helping to rebuild shattered communities among the 41 City barangays affected by the typhoon.Billions, translated from different currencies to pesos were commended, making this the largest post disaster recovery and extension undertaking commenced for the last 12 years in the Philippine history due the highest number of casualties and damages (CALONZO, 18 Decemb er 2011), City government provided financial assistance ranging from Php 2,500 to 9,000 for each family reliant on the amount of damage and has a significant figure of Php6, 885, 000 as financial aid to each family.Estimated damage of 10000 received financial assistance amounting to 2500; 20000 to 35000 received Php3500 ; Php 35000 to 6000 worth of damage received Php 4,500 ; Php7000 to 100000 cost of damage received Php 6,000 ; 120000 to 300,000 received Php 7,000 to 8000, and damage ranging Php350000 to 3,000,000 got 9,000 financial assistance. In line of President Benigno Aquino III directive for immediate aid efforts for ongoing relief undertakings, a December 28, 2011 press release from the Department of Budget and Management (28 December 2011) indicated Php336. M was added to Department of Social Welfare and Development. Government through Department of Social Welfare and Development had facilitated the delivering of food supplies and financial assistance to the affected commu nities.Red Cross Organization has also demonstrated efforts on providing relief items and medical assistance. Various organizations such as churches, charitable groups as well as radio and TV station have showed goodwill and kindness amidst adversity.In Barangay 17, nearby churches such as United Christian Church in the Philippines and Iglesia ni Kristo have offered free water and sack of rice during that time. Magnum Radio, DXCC provided clothes, canned goods and mineral water for aiding immediate needs while ABS-CBN Sagip Kapamilya along with various celebrities like Robin Padilla, Kris Aquino and GMA Center Mark Bautista handed relief goods and supplies.Blanco (28 July 2012) on her article Krusada: Cagayan de Oro, 7 months after Sendong, cited an establishment of a total of 6000 shelters prepared by Habitat for Humanity Philippines in which 12 houses are finished daily by Non-Government Organizations, and after 6 months, 3000 quadruplex would be ready for settlement. The purpose of this research is to conduct a study to the barangays in Cagayan de Oro city affected by Sendong, with Barangay 17 being selected as our subject area of research.It aims to determine the loss felt by the residents, either by physical or life, and most importantly to categorize the interventions/ assistance received by the victims in the aforementioned community. Based on the information gathered through the conducted in-depth interview, the researchers have found out that as to the said barangay, most of the houses were flooded with mud and dirt especially those houses built near the river, but only few were being damaged reflecting parts of the houses and roofing’s washed out unlike with what Sendong brought a great damage to areas like Macasandig and Balulang.Only few residents decided to be relocated to the relocation sites provided by the government such as the Calaanan Permanent Site (phase 3) and Indahag Permanent Site (phase 1) with personal reasons such as the famil y lived there for almost 30 years, and owning properties which are being inherited and passed on through generations. In addition, not all of the affected residents have received assistance as to what others do have.As to the statement of Lenie Duhaylungsod, 44 years old, stated through an interview, revealed that she have not received any assistance from Red Cross, where in fact her neighbors have already obtained relief goods and medical kits from the said organization. As we interviewed Rowena Cabunilda, a 50 year old Lechonan business owner, she relates that she have suffered much as to the damage brought by Typhoon Sendong to her livelihood. A venture established and existed for almost seven years, Rowena have never thought that residing near the river would cause the loss of her long-time earned business.With a starting capital amounting to Php10, 000, she had earned a lot for continuing the business making her a successful entrepreneur reflected through her beautiful, million peso priced house as well as her other properties including a business land (she asked us to limit the discussion only to her Lechonan business), further stating that her other properties were not devastated as these were located far from their barangay. In the aftermath of Sendong, there’s only 16 hogs left from the 56 ready to be sold s Lechon, almost 21,000 projected net loss of income for that season which is Christmas, and a loss amounting Php 50, 000 summarizing her capital resources reflected in terms of money as well as with the structure of her Lechonan house.â€Å"Receiving relief goods from the government and financial assistance worth Php 4,000 just for one month, I don’t think if it could be able to sustain us and help us in the recovery of the Lechonan business, which I believe would definitely take two to three years,† she stated. In Barangay 17 alone, 47 are being hospitalized, and 2 were reported dead due to Leptospirosis disease† accordi ng to Honorable Heracleo W. Calinawan, Barangay Captain of Barangay 17. A total 43,507 families being affected here in Cagayan de Oro City, while those being evacuated to 19 relocation sites counts to 6,574 families or a total of 38,985 people. â€Å"Here in our barangay, only few are to be counted being relocated to relocation sites,† Brgy. Capt. Calinawan added.Though these people are being affected by the devastation caused by the storm, but still they can’t leave their own houses and properties, especially the businesses they still have and could still be build back. Known as one of the barangays here in Cagayan de Oro sustained with Lechonan business, Barangay 17 Lechonan owners suffered the loss of livelihood , loss of income generated and yet to be generated , and the resources and capital started and produced for building the business.While some residents affected were skilled workers and self-employed who were not exempted by the negative effects brought by th e catastrophe, most of these respondents claimed of having an income of 100-150 a day less with daily expenses incurred of almost 170-200 a day, further declared that the destruction caused by Sendong put them into much upsetting and distressing life of poverty. Different nations of different forms of administration and leadership united to commit and lend a helping hand to the mourning land of Northern Mindanao.As to a report from ABS-CBN News on December 20, 2011 Obama extended his sympathies â€Å"On behalf of the American people, I wish to express my deep condolences for the tremendous of life and devastations caused by recent flooding in the Philippines. † while his secretary, Hillary Clinton also communicated her commiserations, further stated, â€Å"America stands ready to assist Philippine authorities as they respond to this tragedy. (Ressa, December 18, 2011) while the Spanish King Juan Carlos and Queen Sofia are in close contact in accordance to the report of Calon zon of GMA News TV (22 December 2011)It will take a period of three to five years before the full recovery would be felt by the affected barangays of the so-called City of Golden Friendship ( including Barangay 17 to the count) , as observed by UN Special Representative for Secretary-General for Disaster Risk Reduction Margareta Wahlston. Tiangco, 29 January 2012). While the United Nations are busy forecasting the time frame to bring back Cagayan de Oro better, National Economic Development Authority (Quiros, February 23, 2012) in its Strategic Action Plan presented a significant figure of Php 43B; the Northeren Mindanao requires for it to return to its past life and to its earlier picture before the tragic event hits.With half the total percentage of the damaged infrastructure already repaired with the aid of Negros Oriental government (Aranas, December 29, 2012 ) ; Sustainable Livelihood Assistance and Cash for Work programs leading to the provision of cash grants, rehabilitation projects and creation of livelihood strategies to assist affected residents initiated by DSWD ; Self-Employment Kaunlaran Associations(SKAs) which provide income generating opportunities such as sari-sari, farming, livestock raising, food processing, dressmaking, shell craft and fish vending ; permanent resettlement to already rebuilt houses ,and shelters provided by government and private agencies; and the numerous seminars, trainings and programs which demonstrates how the survivors would be well-settled, economically provided and recover sustainably: survivors are on their way of building back what was deemed lost.This study sought to identify the various modes and means as to which the victims of the 2011 Sendong typhoon tragedy which struck and affect the livelihood of Kagay-anons , specifically the affected communities in Barangay 17 had recover and recuperate their livelihood few months after the storm, the different interventions and assistance they received from the governm ent and non-government organizations, and as well as to ascertain the probable time frame as to which the Barangay 17 Sendong survivors would be fully recovered.Being a student with a financial management degree, it would be helpful enough to provide us students the knowledge onto what kind of livelihood these people need and ought to have being survivors of the devastation, and these gathered information would be useful enough for government and non-government institutions assigned in the field of livelihood center programs to provide sustainable livelihood for the affected communities.In the future, the end-result of this study would be useful for researchers and business people in determining the needs of the aforementioned affected communities and later would think of any kind of livelihood/job they would introduce to these communities aiding them towards livelihood recovery and sustainability. Data obtained from actual encounter with the victims turned survivors would further p rovide a much clearer understanding as to what was really the exact event, how did it occur, how did it affect and devastate lives, how much was the cost of damage, how long would the people be fully recovered, what are the strategies prepared and effected by government , international and non-government organizations to help, assist and ensure short to long term recovery and sustainability of the victims,etc.Lots and infinite questions could be made available with accurate and precise answers from actual intervention compared to just being information dependent from mere broadcast and social media, and random hearsays. Nothing would prove to be the best if fact-finding has to be initiated and enacted through proper, formal and accurate procedures. For almost six months of humanitarian aiding, it had resulted to further development on the despair and agony of Barangay 17 Sendong victims. Although the recovery might be deemed relaxed and gradual, but still the affected residents of t he 17th Barangay of Cagayan de Oro struck by Sendong continue to pursue the aspiration to attain full recovery and sustainability before another one bites the dust. FRAMEWORK This study is anchored on the theory of Dr.Jacqueline Carol Badcock, the United Nations resident coordinator and humanitarian coordinator in the Philippines, â€Å"Livelihood recovery is crucial to help communities recover from the crisis and to build people’s confidence that they can move on†. Every people have its own process or way of recovery, it still depends on the capacity of individual This study is based on the capacity of the families affected by typhoon Sendong to recover and sustain financially with the available resources they have and how they used the different interventions and assistance they received from the government and non-government organizations to bring back their livelihood. Livelihood is a means of making a living.It encompasses people’s capabilities, assets, inc ome and activities required to secure the necessities of life. A livelihood is sustainable when it enables people to cope with and recover from shocks and stresses (such as natural disasters and economic or social upheavals) and enhance their well-being and that of future generations without undermining the natural environment or resource base (Carney, 1998,pg. 4) The core elements of the framework are the profile of the respondents in terms of civil status, educational attainment, number of children(if married), type of livelihood, years of residency in the barangay, starting capital, place of origin, monthly income generated from the livelihood and other sources of income.Civil status is the registration of individual status due to birth or any changes in personal situation such as marriage, divorce, or death (Slim, 2010). The purpose of which is to know the current marital status of the respondents of whether the victim supports a family or not. Educational attainment refers to t he highest level of schooling that a person has reached (Statistics Canada, 2011). This is necessary to identify the common level of education of each family on the specific location. Number of children refers to the number of offspring a family has. This is included to know how many children each family supports the main purpose is to know if the family income is enough to support the family.Type of livelihood refers to a set of economic activities, involving self-employment and/or wage-employment by using one’s endowments (human and material) to generate adequate resources (cash and non-cash)for meeting the requirements of self and the household, usually carried out repeatedly and as such become a way of life (Mahajan et al, 2004). This is essential to know the family’s way of living, of how they earn and support their family whether it be by employment or business ventures. Years of residency refers to the time during which a person resides in a place (Livelihood, D ictionary online, 2013). This is also identified to know whether the family is new or has been living for many years already in the barangay. Place of origin refers to where something originated or was nurtured in its early existence (Farlex Inc, 2013).This information is also essential for the researchers to know where the family originally came from. Starting capital refers to the money that is required to start a new business, whether for office space, permits, licenses, inventory, product development and manufacturing, marketing or any other expense ( Startup capital, Investopedia Online, 2013). This is to know the amount of money used by the family to start their livelihood again. Monthly income generated from the livelihood refers to the the amount of money or its equivalent received during a period of time in exchange for labor or services, from the sale of goods or property, or as profit from financial investments (Farlex Inc, 2013).This is to know the total amount of money the family receives from their livelihood and whether the family’s income is enough to support the needs of the family as well as to know the capacity of the family to recover financially. Other source of income refers to earnings report used to represent income from activities other than normal business operations ( Webfinance Inc. , 2013). This is included to know whether the family earns money aside from their employment. These detailed personal information is required for documentation and for future analysis of this entire research. Another element used in the framework is the types of loss experienced by the victims whether physical loss or life loss. Physical loss here refers to any damage done to a property (Webfinance Inc. , 2013).It includes properties, objects, and valuable resources lost by the victims as a result of the casualty of the flood. This deals with the properties or establishments owned by those families who has small business but now was washed out by Sendong. This could also be appliances destroyed by the typhoon such as television set, dvd player, component, computer, laptop, refrigerator, washing machine, cook wares like microwave oven, blender, electronic kettle, and small gadgets like cell phone, tablet and many more. This element is necessary to identify the common properties lost by the affected families and to what extent the flood caused damage to the victims.Life loss here refers to the number of family members who survived, how many have died and whether they were able to recover the dead body, how many were missing and what are their experiences during and after the calamity and on how they survived from their everyday living. Interventions or assistance received by the victims is another element used in the framework for the purpose of which is to know the specific intervention and assistance each family received from the disaster and for the researchers to know which specific organization whether it be from the loca l(municipal), provincial, national government, the non-government organizations who provided the victims with the assistance. The interventions/assistance received by the respondents are divided into two: private interventions and public interventions.To be included in the private interventions are the private sectors, industries, entities, non- government organizations both local and international, and people which and who provided interventions/assistance to the survivors of typhoon Sendong. To be included in the public interventions/assistance on the other hand, would be the public agencies, government departments and politicians which and who provided interventions/assistance to the survivors. The type of interventions/assistance received by them would also be collected and recorded as additional information. RESEARCH FLOW OBJECTIVES OF THE STUDY The study aimed to know how and how long the Sendong survivors in the areas of Barangay 17 in the City of Cagayan de Oro have recovere d the loss of livelihood they encountered after being devastated by the striking of typhoon Sendong.These were as follows 1) To describe the profile of the respondents in terms of: civil status, number of children, type/s of livelihood, years of residency in the barangay, starting capital, monthly income generated from livelihood and other sources of income; 2) to determine the types of loss experienced by the respondents in terms of physical and life aspects; and to find out the interventions/ assistance received by the respondents. SCOPE AND LIMITATIONS OF THE STUDY The study focused on the coping and recovery measures undertaken by the chosen occupants in Barangay 17, Cagayan de Oro City. There were 15 randomly selected residents which are being interviewed in accordance with the predetermined objectives.It includes obtaining information asked through personal inquiries in terms of vital personal information, determination of the types of livelihood and how it was adversely affec ted by Sendong which is regarded to be one of the best target question for the study, and finding out the interventions/assistance received by the respondents which purposely attempts to determine the variety of support, relief assistance and funding, donations and pledges the Barangay 17 community had already received, have been receiving and would be receiving. SCOPE AND LIMITATION The study was limited to the people of the respondents in terms of educational attainment, civil status, number of children if married, type of livelihood, years of residency in the barangay, place of origin, starting capital, monthly income generated from the livelihood, and the other sources of income. It determined the types of loss experienced by the respondents in terms of physical and life aspects. It is limited in finding out the interventions assistance received by the respondents. SIGNIFICANCE OF THE STUDY National Government.The outcome of this study would provide them detailed information and knowledge as to what proper governance and administration should be directed when any event same as this one would occur in the future. Through in-depth interview, which for most of the time proven accurate, would aid them in further assessing the exact and truthful undertakings, related stories of area survivors and especially the numerical facts of interventions and assistance obtained by the community victims. National Disaster Risk and Management Center. Aid them in further verification of the Final Report on Sendong they have already published and make appropriate changes, if needed. The data obtained through this study would also enable them to understand the tasks and duties entrusted to them being an organ for national management on disaster.Local Government Units. The result of the study will aid them in determining what are the other needs of the victims in their respective areas and be able to make appropriate measures to resolve them. The end-result would also help them understand and identify what are the corresponding duties entrust to them when such events occur again. Community. By giving them an in depth knowledge of what duties and responsibilities are relied on them when such occurrences take place. The study would provide these communities the following information and as well as the measures to cope and recover livelihood if such event would occur. Future Researchers.This study will prompt future researchers to deal with other factors and measures significant for quick and immediate recovery of loss livelihood of devastated societies, not only in the local regions but most importantly for the national as whole, providing prompt and immediate action for livelihood recovery and sustainability. Serve as a catalyst for further research on the grounds of good governance in terms of community safety keeping and public trust building. Victims of Typhoon Sendong. This would aid them on deciding what type of means they are going to prefer and unde rtake for them to be able to support and sustain their needs after the loss encountered during the devastation of Sendong. City Social Welfare and Development Office.The study will be considered as deemed relevant for creating awareness, and for these offices to establish prompt measures and means to recover loss livelihood of devastated residents of the affected community. Academe. This research will aid the learners and would serve as a review for related study in another research setting. LITERATURE REVIEW A livelihood comprises the capabilities, assets (including both material and social resources) and activities required for a means of living. A livelihood is sustainable when it can cope with and recover from stress and shocks and maintain or enhance its capabilities and assets both now and in the future, while not undermining the natural resource base. (Chambers & Conway, 1991). As a means of sustenance. (New lexicon Webster Dictionary, 2001).A method need not only played by a sole individual but by various sectors of society, where the coordination of one to many towards the performance of its activities is deemed significant for the realization and attainment of one and everyone’s goal. The hidden complexity behind the term livelihood comes to light when governments, civil society, and external organizations attempt to assist people whose means of making a living is threatened, damaged, or destroyed. As the strength of a given livelihood is not only measured by its productive outcomes, but equally by its resilience to shocks, seasonal changes and trends and these shocks might include natural disasters (International Recovery Platform and United Nations Development Programme –India, 2005)..This study aims to conduct a review and an analysis of how typhoons affects communities and eventually livelihood causing an economic breakdown, and to be able to present through extensive research of how livelihood as strategies, developed to make a liv ing, means created for sustenance and survival is as fragile, breakable and vulnerable as it seems. IRP and UNDP-India. (2005 Cambodia is largely dependent on its natural resource base where agriculture is their primary source of livelihood. Rice production is the key economic activity in some province such as Siem Reap (United Nations Development Programme-Cambodia 2012) although the province also exhibits some of the income from other forms of means such as livestock farming and fishing. But how could the Cambodians be able to sustain a food for living and be able to maintain a good harvest if the country is frequently visited by destructive typhoons resulting to flooded farmlands along with washed livelihood for rural communities?Recommended livelihood recovery interventions include: the provision of capital (e. g. recovery fund) into existing savings and self-help groups; vocational trainings’ and programs to become a skilled worker and eventually learn an alternative liv elihood; and borrowings /financial grants for small and micro businesses (United Nations Development Programme-Cambodia, 2012). Taiwan, known as the main island of Republic of China, is not exempted from calamities such as typhoons and flashfloods due to its subtropical monsoon type climate (Grolier Encyclopedia of Knowledge, 2004), as a result, this industrialized and modernized republic fueled by agriculture, labor and export industries were flooded and flashed away.Typhoon Morakot which struck Taiwan on 8 August 2009 regarded as the deadliest typhoon to hit the island, taking 639 lives evaluated by the World Vision ,form the following assessments that the storm not only affects communities but as well as flooding farmlands, wiping out businesses, livelihood and infrastructure amounting to a net loss of $3. 3B total damage (World Vision, July 2010). Long term livelihood recovery programs comprises establishment of production and marketing unit in Kaohsiung county, employment of fa rmers to a mango plant corporation, livelihood trainings on how to commenced a handicraft business, and peach cultivation (World Vision, July 2010).Hit and devastated by Typhoon Ketsana on 2009, Vietnam of homogenous societies in Southeast Asia (Grolier Encyclopedia of Knowledge, 2004) had slowly but gradually facing its recovery. In coordination with United Nation Programme Coordination Groups, the People's Aid Coordinating Committee (PACCOM) and international non-governmental organizations, World Vision again set its foot to another ground spoiled by a storm. World Vision facilitates agricultural recovery through the provision of rice and vegetable seedlings which supplied food for 51,303 people during Winter/Spring crop and another 55,191 people during Summer/Autumn crop, allocating fish breed for fish raising and over 1,240 families received a piglet.Agriculture training sessions and technical support services on livelihoods recovery were also conducted as of World Vision (2010) report. Plagued by flood every three years, Bangladesh coping strategies according to Rashid et al. (2006). in his study states them in three broad categories: i) current adjustment strategies of reducing household food consumption, shifting to less preferred foods with lower cash cost, and reallocating household labor to increase current income, ii) unsecured borrowing which refers to borrowing that is not secured by providing household assets as collateral and, iii) secured borrowing denotes borrowing against assets owned by the household.Northern and Central parts of the Lao PDR were struck by Typhoon Haima on June 24-25, 2011 which disturbed the local people’s livelihoods, assets and properties. The Long Term Development Needs (24-60 months) requires the strengthening of farmers groups and developing their capability on livelihood diversification, association with banks, opening herd and flock health programs and coordinating with government for required technical liveli hood (Government of the Lao PDR, 29 August 2011). Typhoons (also identified as hurricanes) were typically trailed with flashfloods, mudslides, landslides and even loss, which can be either life or livelihood, or worse, it can be both.The story about Sendong relates to numerous other countries for which livelihood and economic faiths were unfortunately washed off by the unrelenting strong winds and heavy rains. Livelihood recovery is considered as one of the much disturbed factor of the society after calamity. Most of the moderate to severe affected countries caused by typhoons tends to recover two to seven years. This review of the literature shows the dependence of affected communities to government, private and no-government organizations in order to recuperate what was deemed lost, further reflecting the lack of indigenous knowledge, education and systems to make the coping as effective and successful one. RESEARCH METHODOLOGYThe research design used in this study is qualitative method which emphasizes descriptions and explanations of human experience and practices in an attempt to understand how the research participants experience and explain their lives in reality. This research focused on investigation of the livelihood recovery activities and interventions received by each family within a given location. Personal interviewing is what we use to better understand and get more specific details about the victims’ experiences which are relevant in this study. Guide questions, informal discussions will be used as methods in this research to collect data from the respondents which will result to the revelations of vital.Before interviewing the respondents, the researchers prepared a letter addressed to the Barangay Captain asking permission to conduct an interview with the victims of Sendong. Set of guide questions has been prepared in English based on the objectives of the study and later be translated into the vernacular language. Purposive sampling will be employed from at least 15 self-employed respondents. Before starting the interview, the researchers will explain the purpose and goals of this research to the respondent. The interview will take place in the respondents’ homestead during their free time. An audio recorder will be used with respondents’ permission to record the entire interview along with detailed notes on each interview. The results then were collected, tallied, analyzed and interpreted.

Bsiness Strategy of Pepsico

PROJECT REPORT FOR BUSINESS STRATEGY-1 EVOLUTION OF BUSINESS STRATEGIES AT PEPSICO Submitted to:Submitted By: Prof. Sanjany SharanPrashant Sharma Parul Kapoor Mohit Madan Prerna Gupta Murali Krishna (Section-A) (Group – 10) ACKNOWLEDGEMENT We take this opportunity to express our gratitude towards Mr. Sanjay Sharan, Department of Marketing, IBS, Hyderabad. We are indebted to him for the expertise and invaluable guidance we have received while working on this project. Contents Introduction †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. PESTEL Analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 SWOT Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦10 PORTER Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 14 4P @ Pepsi †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 18 Competitive Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 20 Recommendations†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦25 New Product Launch†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 27 Advertisement Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦34 Market Diversification Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 36 HR Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦39 Bottling Strategy†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢ € ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦45 INTRODUCTION OF PEPSICO Pepsi is one of the most well-known brands in the world today available in over  160 countries. The company has an extremely positive outlook for India. This reflects that India holds a central position in Pepsi's corporate strategy. India is a key market for Pepsi co, and at the same time the company has added value to Indian agriculture and industry. PepsiCo entered India in 1989 and is concentrating in three focus areas – Soft drink concentrate, snack foods and vegetable and food processing. Faced with the existing policy framework at the time, the company entered the Indian market through a joint venture with Volta’s and Punjab Agro Industries. With the introduction of the liberalization policies since 1991, Pepsi took complete control of its operations. The government has approved more than US$ 400 million worth of investments of which over US$ 330 million have already flown in. One of PepsiCo's key strategies was to develop a completely local management team. Pepsi has 19 company owned factories while their Indian bottling partners own 21. The company has set up 8 Greenfield sites in backward regions of different states. PepsiCo intends to expand its operations and is planning an investment of approximately US$ 150 million in the next two-three years. PESTEL ANALYSIS PESTLE analysis stands for â€Å"Political, Economic, Social, Technological, Legal and Environmental/Ecological analysis† and describes a framework of macro-environmental factors used in the environmental scanning component of strategic management. It is a part of the external analysis when conducting a strategic analysis or doing market research, and gives an overview of the different macro environmental factors that the company has to take into consideration. It is a useful strategic tool for understanding market growth or decline, business position, potential and direction for operations. PESTEL ANALYSIS FOR SOFT DRINK INDUSTRY Political – * Non-alcoholic beverages fall within the food category under the FDA. The government plays a role within the operation of manufacturing these products n terms of regulations. * There are potential fines set by the government on companies if  they do not meet a standard of laws. * The following are some of the factors that could cause Pepsi’s actual results to differ materially from the expected results described in their underlying company's forward statement:- * Changes in laws and regulations, including changes in accounting standards, taxation requirements, (including t ax rate changes, new tax laws and revised tax law interpretations) and environmental laws in domestic or foreign jurisdictions. Changes in the non-alcoholic business environment. These include, without limitation, competitive product and pricing  pressures and their ability to gain or maintain share of sales in the global market as a result of action by competitors. * Political conditions, especially in international markets, including civil unrest, government changes and restrictions on the ability to transfer capital across borders. Their ability to penetrate developing and emerging markets, which also depends on economic and political conditions, and how well they are able to acquire or form strategic business alliances with local bottlers and make necessary infrastructure enhancements to production facilities, distribution networks, sales equipment and technology Economic- * The companies are subject to the harvest of the raw material that they use in their snack foods, soft d rink and juice, like corn, oranges, grapefruit, vegetables, potatoes, etc. Because of they rely on trucks to move and distribute many of their products, fuel is also an important subject, so they are subject to the fuel price fluctuation, and to possible fuel crisis. * Operating in International Markets involves exposure to volatile movements in foreign exchange rates. The economic impact of foreign exchange rates movements on them is complex because such changes are often linked to variability in real growth, inflation, interest rates, governmental actions and other factors. * PepsiCo is also subject to other economic factors like money supply, energy availability and cost, business cycles, etc. Sociocultural influences: – * PepsiCo and moreover Pepsi is subject to the lifestyle changes, because of it bases her advertising campaigns in a concrete kind of people with an special lifestyle, it is for that PepsiCo has to pay a special attention on the lifestyle changes. * Particularly in the United States Pepsi drinkers are very defined, there is a kind of people who drinks Pepsi another kind who drinks Coca-Cola, it is for that they have to pay attention to the social mobility for not losing a possible market. Taking into account that PepsiCo is trying to introduce itself in underdeveloped markets, they have to be careful with the possible problems with the governments of this countries, and with the problems could rise from PepsiCo act with the people of this countries. Technological – * PepsiCo is subject to new techniques of manufacturing, for their three business sectors, snack food, juices and soft drinks. * It has to pay attention to the new distribution tec hniques. – And they have to fix their attention in the competence developed, to know about the new products. Even though, we have to take into account that specialized factors involve a heavy and sustained investment, we have to know that if we are able to achieve them, we could generate a competitive advantage. * Some of the factor conditions PepsiCo has to take into account, in each country where they want to introduce are – Unemployment. – Interest rate. (Short term, long term). – Labour legislation. Environment Aspect: * There are many aspects when it comes to the environmental concerns. * For Example the presence of Pesticides in the Pepsi content causes health hazards. Also the wastes generated in the manufacturing of Pepsi are left out without treatment which causes hazardous effects to the surrounding and the water table. * The plastic used for bottling is harmful for the environment. Moreover, the waste generated by the industries producing soft drinks also affects the environment. Legal Aspect: * The production distribution and use of many of PepsiCo product are subject to various federal laws, such as the Food, Drug and Cosmetic Act, the Occupational Safety and Health Act ad the Americans with Disabilities. * The businesses are also subject to state, local and foreign laws. The international businesses are subject to the Government stability in the countries where PepsiCo is trying get into (underdeveloped markets). * The federal, state, local and foreign environmental laws and regulations. * The businesses are also subject to de taxation policy in each country they are operating. * They also have to comply with federal, state, local and foreign environmental laws and regulations SWOT ANALYSIS It is the study of factors that affects the organization or the industry in both positive and negative ways. Strength: Strength is defined as any internal asset, technology, motivation, finance, business links, etc. hat can help to exploit opportunities and to fight off threats. Weakness: It is an internal condition which hampers the competitive position or exploitation of opportunities. Opportunity: It is any external circumstance or characteristic which favours the demand of the system or where the system is enjoying a competitive advantage. Threat: It is a challenge of an unfavourable trend or of any external circumstance which will unfavourably influence the position of the system. SWOT ANALYSIS PEPSICO Strengths Branding – One of PepsiCo’s top brands is of course Pepsi, one of the most recognized brands of the world, ranked according to Interbrand. As of 2008 it ranked 26th amongst top 100 global brands. Pepsi generates more than $15,000 million of annual sales. Pepsi is joined in broad recognition by such PepsiCo brands as Diet Pepsi, Gatorade Mountain Dew, Thirst Quencher, Lay’s Potato Chips, Lipton Teas (PepsiCo/Unilever Partnership), Tropicana Beverages, Fritos Corn, Tostitos Tortilla Chips, Doritos Tortilla Chips, Aquafina Bottled Water, Cheetos Cheese Flavoured Snacks, Quaker Foods and Snacks, Ruffles Potato Chips, Mirinda, Tostitos Tortilla Chips, and Sierra Mist. The strength of these brands is evident in PepsiCo’s presence in over 200 countries. The company has the largest market share in the US beverage at 39%, and snack food market at 25%. Such brand dominance insures loyalty and repetitive sales which contributes to over $15 million in annual sales for the company Diversification – PepsiCo’s diversification is obvious in that the fact that each of its top 18 brands generates annual sales of over $1,000 million. PepsiCo’s arsenal also includes ready-to-drink teas, juice drinks, bottled water, as well as breakfast cereals, cakes and cake mixes. This broad product base plus a multi-channel distribution system serve to help insulate PepsiCo from shifting business climates. Distribution – The company delivers its products directly from manufacturing plants and warehouses to customer warehouses and retail stores. This is part of a three pronged approach which also includes employees making direct store deliveries of snacks and beverages and the use of third party distribution services. Weaknesses Overdependence on Wal-Mart – Sales to Wal-Mart represent approximately 12% of PepsiCo’s total net revenue. Wal-Mart is PepsiCo’s largest customer. As a result PepsiCo’s fortunes are influenced by the business strategy of Wal-Mart specifically its emphasis on private-label sales which produce a higher profit margin than national brands. Wal-Mart’s low price themes put pressure on PepsiCo to hold down prices. Overdependence on US Markets – Despite its international presence, 52% of its revenues originate in the US. This concentration does leave PepsiCo somewhat vulnerable to the impact of changing economic conditions, and labour strikes. Large US customers could exploit PepsiCo’s lack of bargaining power and negatively impact its revenues. Low Productivity – In 2008 PepsiCo had approximately 198,000 employees. Its revenue per employee was $219,439, which was lower than its competitors. This may indicate comparatively low productivity on the part of PepsiCo employees. Image Damage Due to Product Recall – Recently (2008) salmonella contamination forced PepsiCo to pull Aunt Jemima pancake and waffle mix from retail shelves. This followed incidents of exploding Diet Pepsi cans in 2007. Such occurrences damage company image and reduce consumer confidence in PepsiCo products. Opportunities Broadening of Product Base – PepsiCo is seeking to address one of its potential weaknesses; dependency on US markets by acquiring Russia’s leading Juice Company, Lebedyansky, and V Wwater in the United Kingdom. It continues to broaden its product base by introducing TrueNorth Nut Snacks and increasing its Lipton Tea venture with Unilever. These recent initiatives will enable PepsiCo to adjust to the changing lifestyles of its consumers. International Expansion – PepsiCo is in the midst of making a $1, 000 million investment in China, and a $500 million investment in India. Both initiatives are part of its expansion into international markets and a lessening of its dependence on US sales. In addition the company plans on major capital initiatives in Brazil and Mexico. Growing Savory Snack and Bottled Water market in US – PepsiCo is positioned well to capitalize on the growing bottle water market which is projected to be worth over $24 million by 2012. Products such as Aquafina, and Propel are well established products and in a position to ride the upward crest. PepsiCo products such as, Doritos tortilla chips, Cheetos cheese flavored snacks, Tostitos tortilla chips, Fritos corn chips, Ruffles potato chips, Sun Chips multigrain snacks, Rold Gold pretzels, Santitas are also benefiting from a growing savory snack market which is projected to grow as much as 27% by 2013, representing an increase of $28 million. Threats Decline in Carbonated Drink Sales – Soft drink sales are projected to decline by as much as 2. 7% by 2012, down $ 63,459 million in value. PepsiCo is in the process of diversification, but is likely to feel the impact of the projected decline. Potential Negative Impact of Government Regulations – It is anticipated that government initiatives related to environmental, health and safety may have the potential to negatively impact PepsiCo. For example, manufacturing, marketing, and distribution of food products may be altered as a result of state, federal or local dictates. Preliminary studies on acrylamide seem to suggest that it may cause cancer in laboratory animals when consumed in significant amounts. If the company has to comply with a related regulation and add warning labels or place warnings in certain locations where its products are sold, a negative impact may result for PepsiCo. Intense Competition – The Coca-Cola Company is PepsiCo’s primary competitors. But others include Nestle, Groupe Danone and Kraft Foods. Intense competition may influence pricing, advertising, sales promotion initiatives undertaken by PepsiCo. Resently Coca-Cola passed PepsiCo in Juice sales. Potential Disruption Due to Labor Unrest – Based upon recent history, PepsiCo may be vulnerable to strikes and other labor disputes. In 2008 a strike in India shut down production for nearly an entire month. This disrupted both manufacturing and distribution. MICHAEL PORTER’S 5 FORCES MODEL: MICHAEL PORTER’S 5 FORCES ANALYSIS: Porter's five forces  is a framework for the industry analysis and business strategy development developed by  Michael. E. Porter  of  Harvard Business School  in  1979. It draws upon  Industrial Organization (IO) economics  to derive five forces that determine the competitive intensity and therefore attractiveness of a  market. Barriers to Entry: * Bottling Network: Both Coke and PepsiCo have franchisee agreements with their existing bottlers who have rights in a certain geographic area in perpetuity. These agreements prohibit bottler’s from taking on new competing brands for similar products. Also with the recent consolidation among the bottler’s and the backward integration with both Coke and Pepsi buying significant per cent of bottling companies, it is very difficult for a firm entering to find bottler’s willing to distribute their product. * Advertising Spend: The advertising and marketing spend in the industry is  in 2009  was around $ 2. billion (0. 40 per case * 6. 6 billion cases) mainly by Coke, Pepsi and their bottler’s. The average advertisement spending per point of market share in 2000 was 8. 3 million . This makes it extremely difficult for an entrant to compete with the incumbents and gain any visibility. * Brand Image / Loyalty: Coke and Pepsi have a long history of heavy advertising and this has earned them huge amount of brand equity and loyal customer’s all over the world. This makes it virtually impossible for a new entrant to match this scale in this market place. * Retailer Shelf Space (Retail Distribution): Retailers enjoy significant margins of 15-20% on these soft drinks for the shelf space they offer. These margins are quite significant for their bottom-line. This makes it tough for the new entrants to convince retailers to carry/substitute their new products for Coke and Pepsi. * Fear of Retaliation: To enter into a market with entrenched rival behemoths like Pepsi and Coke is not easy as it could lead to price wars which affect the new comer. So, it is explicit from these factors that entry to this industry for new player is tough as the existing brands are pretty strong. Bargaining Power of Buyers: The major channels for the Soft Drink industry are food stores, Fast food fountain, vending, convenience stores and others in the order of market share. The profitability in each of these segments clearly illustrate the buyer power and how different buyers pay different prices based on their power to negotiate. * Food Stores: These buyers in this segment are somewhat consolidated with several chain stores and few local supermarkets, since they offer premium shelf space they command lower prices, the net operating profit before tax (NOPBT) for concentrate producer’s in this segment is $0. 23/case Convenience Stores: This segment of buyer’s is extremely fragmented and hence has to pay higher prices; NOPBT here is  $0. 69 /case. * Fountain: This segment of buyer’s are the least profitable because of their large amount of purchases hey make, it allows them to have freedom to negotiate. Coke and Pepsi primarily consider this segment â€Å"Paid Sampling† with low margins. NOPBT in this segment is  Ã‚  $0. 09 /case. * Vending: This channel serves the customer’s directly with absolutely no power with the buyer, hence NOPBT of $0. 97/case. The level of bargaining power differs among groups of buyers. Therefore, buying power of buyers is moderate. Threat of Substitutes: * There are a large number of substitutes available for the carbonated beverages like juices, water, alcoholic drinks, tea, coffee etc. However, each company has a significant presence in the substitute market so that they can leverage upon the sales of these drinks. Because the substitute products are mostly included in each manufacturer’s product portfolio, the threat of substitutes is low. Internal Rivalry: * The Concentrate Producer industry can be classified as a Duopoly with Pepsi and Coke as the firms competing. The market share of the rest of the competition is too small to cause any upheaval of pricing or industry structure. Pepsi and Coke mainly over the years competed on differentiation and advertising rather than on pricing except for a period in the 1990’s. This prevented a huge dent in profits. Pricing wars are however a feature in their international expansion strategies. * In a maturing market such as the domestic carbonated sodas, the only way to gain market share is to steal from one’s rivals. Thus, Pepsi and Coke fight heatedly over prices, suppliers, spokespeople, retail space and most importantly, the taste buds of  consumers. So, the internal rivalry is quite cut-throat. Bargaining Power of Suppliers: * Most of the raw materials needed to produce concentrate are basic commodities like  Colour, flavour, caffeine or additives, sugar, packaging. Essentially these are basic commodities. The producers of these products have no power over the pricing hence the suppliers in this industry are weak. 4P STRATEGY OF PEPSICO PRODUCT: The main product of PepsiCo in the beverages market is the flagship soft drink ‘Pepsi’. The aerated drink is a widely accepted and popular thirst quencher around the world. The Pepsi-Cola drink contains basic ingredients found in most other similar drinks including carbonated water, high fructose corn syrup, sugar, colourings, phosphoric acid, caffeine, citric acid and natural flavours. Some other popular products by Pepsi are: 1. Diet Pepsi 2. Aquafina 3. Gatorade 4. Mirinda 5. Mountain Dew 6. Slice 7. Tropicana Juices Both the companies Coke and Pepsi have a number of products. Many of these products are innovations but there are also many products which are brought out just as a competitive product for the other companies. These products are merely launched as a result of the ’cola wars’. Ex: 1. Diet Coke V Diet Pepsi 2. Maaza V Slice 3. Sprite V 7Up 4. Fanta V Mirinda 5. Minute Maid V Tropicana [Strategy being used: Envelopment Strategy  (also called encirclement strategy) – This is a much broader but subtle offensive strategy. It involves encircling the target competitor. This can be done in two ways. You could introduce a range of products that are similar to the target product. Each product will liberate some market share from the target competitor’s product, leaving it weakened, demoralized, and in a state of siege. If it is done stealthily, a full scale confrontation can be avoided. ] PRICE: Pepsi has always had to price its product according to the trend in the industry. Since aerated drinks are often homogenous, Pepsi and Coke alike have had to indulge in a strategy of ‘competitive pricing’. However, the two companies have also tried to make changes in these patterns as Coke introduced Rs. 5 bottle for rural markets. Pepsi has also never been shy of reducing its price to match the competition and has been flexible in lowering its price to match competition. STRATEGY: COMPETITIVE PRICING: Setting the price of a product or service  based on  what the competition is charging. . This type of pricing strategy is generally  used once a price for a product or service has reached a level of equilibrium, which often occurs when a product has been on the market for a long time and there are many substitutes for the product. ] PLACE: Pepsi has spread its reach worldwide and into all p ossible channels. Pepsi products are commonly available at supermarkets, vending machines, mom-&-pop stores, department stores, general stores and convenience stores. Pepsi is also available at many restaurants and cafes through exclusive contracts and deals with these restaurant owners. Coke’s channel also is based on similar lines, to penetrate the market to the maximum extent and increase the availability and points of purchase for consumers. PROMOTION: The promotional strategies of Pepsi are very aggressive especially in the advertising domain. Pepsi has taken Coke head on, in all areas such as Personal Selling, Sales Promotion and Public relations. Scores of legendary slogans, high-profile celebrity endorsements have marked a very public promotional tussle between cola giants Pepsi & Coke. One popular example is the â€Å"There's nothing official about it† campaign in 1996-97 (During the Wills World Cup (cricket) held in India/Pakistan/Sri Lanka) when Coke had won the official sponsorship of the world cup. PEPSI’s COMPETITIVE STRATEGY WITH RESPECT TO COKE: Pepsi & Coke have been involved a legendary struggle for capturing market share worldwide. They have been competing with the strengths of one another and targeting the weaknesses. They have been involved in many marketing warfare strategies to gain an edge over each other & as a follower; Pepsi has given a great challenge to Coke in all aspects of the business. Let alone leaving the corporate strategies, Pepsi and Coke have even competed in Outer Space by trying to launch aboard the  Space Shuttle Challenger  on  STS-51-F. The companies had designed special cans (officially the Carbonated Beverage Dispenser Evaluation payload or CBDE) to test packaging and dispensing techniques for use in  zero G  conditions. The experiment was classified a  failure by the shuttle crew, primarily due to the lack of both  refrigeration  and  gravity. Some of Pepsi’s strategies include: BYPASS ATTACK: Here marketing takes a Machiavellian turns where you pretend to neglect the direct competitor and instead work on expanding your resource base. Key considerations are consolidating your base and building up to a frontal or flank attack. * Summer of 98? – Pepsi buys Tropicana for $3. 3billion. buying the market leader in the OJ space helps it compete directly against Coke’s Minute Maid. * 2000 – Pepsi buys Quaker Oats, the owner of Gatorade another dominant player in the sports drink market (80% market share as opposed to Coke’s Powerade) for $14 billion. Earlier in the program, Pepsi develops its bottled water brand Aquafina which now commands a 14% market share as opposed to Coke at 11% and Poland springs at 10%. * Moral of this story: You may lose the brand war with your flagship product but could win the overall EBIT war with your family of brands. FLANK ATTACK: 1. Avoid areas of likely confrontation. A flanking move always occurs in an uncontested area . 2. Make your move quickly and stealthily. The element of surprise is worth more than a thousand tanks. 3. Make moves that the target will not find threatening enough to respond decisively to. In 1915, Coke announced a 6. ounce bottle in an innovative style. Pepsi introduced a bigger bottle for the same price and did not leave Coke with many options to retaliate because Coke could not change its bottle since that was the innovation & the vending machines for these bottles could also not fit a nickel coin, which was the competitive price at which Pepsi was selling its bigger bottle. This strategy was a successful flank attack by Pepsi as it is designed to pressure the flank of the enemy line so the flank turns inward. You make gains while the enemy line is in chaos. In doing so, you avoid a head-on confrontation with the main force. The disadvantage with a flanking attack is that it can draw resources away from your centre defence, making you vulnerable to a head-on attack. GUERRILLA MARKETING: Aggressive marketing techniques are used more covertly by large organisations to improve advertising impact and reduce the likelihood of competitors’ retaliation. Pepsi’s   Ã¢â‚¬Å"There's nothing official about it† campaign in 1996-97 (During the Wills World Cup (cricket) held in India/Pakistan/Sri Lanka) when Coke had won the official sponsorship of the world cup was a great example of Guerrilla Marketing where they leveraged upon Coke’s sponsorship with a great slogan and a lower cost. FRONTAL ATTACK: in India, Coca-cola continually launches against its customary rival Pepsi. Of course, Coke in India attacks Pepsi because not only can it match up with Pepsi, which still is the market leader in India, but also gives it a severe psychological trouble with its dominant flanking brand, Thums Up. According to statistics, Thums Up is the number 2 brand in the Indian soft drink industry, third being Coke itself. Coke’s inexorable attack on Pepsi on the too sweet taste of the latter (Offensive Principle 2: Find a weakness in the leader’s strength and attack at that point), also creates a huge psychosomatic incongruity. Coke being worldwide superior to Pepsi is trying to create a battlefield positioning where the ultimate supremacy of the cola war in India goes to Coca-Cola. This is a direct head-on assault. It usually involves marshalling all your resources including a substantial financial commitment. All parts of your company must be geared up for the assault from marketing to production. It usually involves intensive advertising assaults and often entails developing a new product that is able to attack the target competitors’ line where it is strong. It often involves an attempt to â€Å"liberate† a sizable portion of the target’s customer base. In actuality, frontal attacks are rare. There are two reasons for this: * Firstly, they are expensive. Many valuable resources will be used and lost in the assault. * Secondly, frontal attacks are often unsuccessful. If defenders are able to re-deploy their resources in time, the attacker’s strategic advantage is lost. The strategy is suitable when * the market is relatively homogeneous * brand equity  is low * customer loyalty is low * products are poorly  differentiated the target competitor has relatively limited resources * the attacker has relatively strong resources Elsewhere in the world, Pepsi is the one who takes Coke head-on in terms of advertisements, sponsorships, exclusive deals, product line etc. ENCIRCLEMENT STRATEGY: Pepsi has taken Coke up not only on the Cola beverage front but also tackles its many variants and product lines. This is a much broa der but subtle offensive strategy. It involves encircling the target competitor. This can be done in two ways. You could introduce a range of products that are similar to the target product. Each product will liberate some market share from the target competitor’s product, leaving it weakened, demoralized, and in a state of siege. If it is done stealthily, a full scale confrontation can be avoided. Alternatively, the encirclement can be based on market niches rather than products. The attacker expands the market niches that surround and encroach on the target competitor’s market. This encroachment liberates market share from the target. Pepsi has launched many competitive products to match Coke and has not shied away from investing in innovative products and fighting for market share. Some of these competitive products are: 6. Diet Coke V Diet Pepsi 7. Maaza V Slice 8. Sprite V 7Up 9. Fanta V Mirinda 10. Minute Maid V Tropicana PRICING WARS: As far as pricing is concerned, Pepsi has always been the follower since Coke was the first brand to enter the market. Coke had recently trumped Pepsi with the introduction of its Rs. 5 bottle to penetrate rural markets. This strategy had been fairly successful and Pepsi had to lower its price to compete with the innovative pricing. Since both products are homogeneous in nature, the nature of pricing has to become cooperative and similar. DISTRIBUTION STRATEGY: Pepsi ; Coke are not only infiltrating markets by putting their bottles in general stores, supermarkets, mom ; pop stores, convenience stores, fountain sodas ; vending machines but they are also snagging exclusive deals with global and local food chains. Pizza Hut which is run by Pepsico’s Yum! Brands Inc. only serves Pepsi on its menu. Coke, meanwhile, just scored a big coup by winning the soft-drink business at Subway, a fast-food chain now bigger than McDonald’s, which had previously served only Pepsi. In Conclusion, we see that Pepsi ; Coke have been involved in a long and bitter battle as they exist in hyper markets and battle out an oligopolistic market situation. This condition has forced advertising costs to sky-rocket and employment of various tactics and strategies to gain market share across the globe. RECOMMENDATIONS ANSOFF’S MATRIX The Ansoff Growth matrix is a tool that helps businesses decide their product and market growth strategy. Ansoff’s product/market growth matrix suggests that a business’ attempts to grow depend on whether it markets new or existing  products in  new or existing markets. The output from the Ansoff product/market matrix is a series of suggested growth strategies that set the direction for the business strategy. These are described below: Market penetration Market penetration is the name given to a growth strategy where the business focuses on selling existing products into existing markets. Market penetration seeks to achieve four main objectives: †¢ Maintain or increase the market share of current products – this can be achieved by a combination of competitive pricing strategies, advertising, sales promotion and perhaps more resources dedicated to personal selling †¢ Secure dominance of growth markets Restructure a mature market by driving out competitors; this would require a much more aggressive promotional campaign, supported by a pricing strategy designed to make the market unattractive for competitors †¢ Increase usage by existing customers – for example by introducing loyalty schemes A market penetration marketing s trategy is very much about â€Å"business as usual†. The business is focusing on markets and products it knows well. It is likely to have good information on competitors and on customer needs. It is unlikely, therefore, that this strategy will require much investment in new market research. Market development Market development is the name given to a growth strategy where the business seeks to sell its existing products into new markets. There are many possible ways of approaching this strategy, including: †¢ New geographical markets; for example exporting the product to a new country Product development Product development is the name given to a growth strategy where a business aims to introduce new products into existing markets. This strategy may require the development of new competencies and requires the business to develop modified products which can appeal to existing markets. Diversification Diversification is the name given to the growth strategy where a business markets new products in new markets. Having analysed the various aspects of soft drinks industry in India and with reference to Ansoff’s model, Pepsi could launch a new product in the existing Indian market. This new product will be vitamin and nutrients enriched water. The new product will be called as PEPSI FRESH. STP ANALYSIS Segmentation: Target: Our main target is the affluent society in India where there has been no product ever launched by Pepsi in this category. We also target the Old Aged People for coming into the age bracket from 35 + and the health conscious people. Positioning: It is a highly differentiated product as no product has been introduced by pepsi or its competitors in this category. This would target the health conscious and the affluent. Marketing Mix: 4P Strategy Marketing mix is the process of designing and integrating various elements of marketing in such a way as to ensure the achievement of enterprise objectives. Marketing mix is a combination of marketing tools that are used to satisfy customers and company objectives. Creating a successful marketing mix that will increase results often takes experimenting and market research. The constituents of marketing mix are given below: PRODUCT Product refers to a physical product or a service or an idea which a consumer needs and for which he is ready to pay. Physical products include tangible goods like grocery items, garments etc. Services are intangible products which are offered and purchased by consumers. Services may involve also an innovative idea on any aspect of operation. A product is the key element of any marketing mix. The decisions concerning product may relate to – Product attributes * Branding * Packaging and labelling * Product support service * Product mix. Pepsi can launch this new product, called PEPSI FRESH, a vitamin and nutrient enriched water as India is a huge market for beverage industry with its population size of 1. 2 billion. This product is a product related to the health of the people and also the basic need i. e. , wat er. U. S. Consumption of carbonated soft drinks has steadily declined in the past decade. Part of that comes down to the array of alternative beverages the market now offers. Part of it comes down to health concerns in a nation with an obesity problem. In that spirit, Pepsi is focusing more on water, juices, teas and sports drinks. Pepsi’s top brands in those areas include Aquafina and Gatorade. And while it trails in soft drink sales, it leads the world in ready-to-drink teas through Lipton, while its Tropicana wins out in juices/nectars. The company is betting big on creating healthy foods through its Quaker Oats, Gatorade and Tropicana divisions. And it just began the Global Nutrition Group to deliver breakthrough products. As Caroline Levy, a CLSA analyst, noted, â€Å"PepsiCo is currently focused on better-for-you† products. So, our product will perfectly fit in their strategy. Attributes: * Flavours: Pepsi could provide 5-6 good flavours in this product. * Benefits: Vitamin water does feature multiple vitamins that are good for the body. One bottle of â€Å"FRESH† has 40 per cent of your daily value of vitamin C, and 20 per cent of your daily value of vitamins B3, B5, B6 and B12. * Branding: Pepsi has the advantage of number 1 player in the Indian beverages market. It is having huge capital reserves to fund its new product. The logo used for this could be PRICING Price is the amount charged for a product or service. It is the consideration paid by consumers for the benefit of using any product or service. Price fixation is an important aspect of marketing. There may be two types of Price fixation: * Cost based approach: This is the simplest method of pricing. Generally companies add a certain percentage of Profit, to the total cost of the product. The total cost of the product is calculated after taking all types of costs into consideration. While following this approach, no other factors e. g. prices of substitute goods, nature of demand, etc. are considered. * Competition-based approach : The prices are determined on the basis of conditions in the market. Companies may follow any one of the following three approaches. a) Price-in-line b) Market-plus c) Market-minus Price-in-line means prices fixed nearly equal to the prices of close alternatives. Generally this happens under free market conditions i. e. when the number of buyers and sellers is so large that they cannot affect the prices. When companies charge (fix up) a price which is more than the price of existing substitutes, it is called market plus pricing. This approach is adopted when the quality of a product is better, or it has a popular brand name, or its packaging is attractive and useful. Consumers will pay more only when they find distinctive differences in the product and its substitutes. Sometimes business enterprises get ready to supply products at a price lower than the market price. It may be adopted to grab a larger market share or to make a newly introduced product more popular. This approach is called market-minus approach. Companies having shorter channels of distributions or direct selling facilities can afford to fix a price lower than the prevailing market price. We will price the product in a higher segment above the normal mineral water. We will do some cost-revenue analysis to come up with the price. Basis and Assumptions: Total Fixed Cost Total (Rs. in lakhs) * Land & Building 50. 00 * Plant & Machinery 40. 00 * Other fixed assets10. 00 Total 100. 00 Cost of Production (Per annum) Total (Rs. in lakhs) * Working capital 350. 00 * Depreciation on building1. 50 @ 5% per annum. * Depreciation on plant & 3. 50 Machinery @ 10% per annum * Interest @ 15%18. 00 Total 373. 00 Sales Forecast = 45 lakh bottles Now, Total cost = Total fixed cost + Cost of Production = 100 + 373 = Rs. 473. 00 lakhs. Cost per bottle = 473/45 = Rs. 10. 5 Now, Price per bottle = 10. 5 + 138% mark-up = Rs. 25 per bottle. PLACE Place is another important aspect of 4P strategy. This refers to how an organization will distribute the product or service they are offering to the end user. The organization must distribute the product to the user at the right place at the right time. Efficient and effective distribution is important if the organization is to meet its overall marketing objectives. If an organization underestimates demand and customers cannot purchase products because of it, profitability will be affected. Pepsi can distribute this product through following channels: * Supermarkets. * Hypermarkets. * Convenience stores. * Institutional Tie-ups. * Public places like airports, multiplexes etc. PROMOTION Promotion refers to using methods of communication with two objectives: (i) informing the existing and potential consumers about a product, and (2) to persuade consumers to buy the product. It is an important element of marketing mix. In the absence of communication, consumers may not be aware of the product and its potential to satisfy their needs and desires. Techniques used in the promotion of project: * Advertising: * Advertising budget will be huge. * Advertising will be continued the entire year round. * Media Classes to be used: TV, Magazines and Radio. * Channel Genres: Entertainment, English Movies, Hindi movies, Music and Sports. * Day-Parts: All the day with heavy advertising in Prime time. * Sales Promotion: * Discounts will be given for the first month to entice the customers to use the product. * Extra incentives will be given to heavy selling retailers. * Free gifts can be given to the lucky customers. * Events: The Product will be launched with inauguration of Champions League T 20 Cricket tournament. Pepsi Fresh will be the main sponsor of the event. The promotional banners will look like this: ADVERTISING STRATEGY: After the liberalization policy in 1991 when Coke re-entered India, it found Pepsi had already established itself in the soft drinks market. The global advertisement wars between the cola giants quickly spread to India as well. Internationally, Pepsi had always been seen as the more aggressive and offensive of the two, and its advertisements the world over were believed to be more popular than Coke's. It was rumoured that at any given point of time, both the companies had their spies in the other camp. The advertising agencies of both the companies (Leo Burnett for Coke and HTA for Pepsi) were also reported to have insiders in each other's offices who reported to their respective heads on a daily basis. Pepsi has focused on ‘Youth’ centric values by using young celebrities such as Ranbir Kapoor and cricketers for its advertisements, also incorporating taglines such as ‘Yeh hai youngistaan meri jaan’. Internationally too, Pepsi has always had a young target audience. Many of their ads were historically targeted at teens and even pre-teens and are injected with fun, sports and most often, music. Pepsi has leveraged all manner of musical celebrities over the years, from Ray Charles to Britney Spears. Coca-Cola ads depict human experience in two primary ways. First, long before global branding was the trend it is today, Coca-Cola was embracing diversity. This can be clearly seen in its long-running â€Å"I’d like to buy the world a Coke† series of ads, depicting people from all over the globe joining together in Coke and song. Further, Coca-Cola has long been vailable in one form or another in countries all across the world and it’s even rumoured to be the most recognizable brand, logo and even word on the planet (the latter with the possible exception of â€Å"ok†). When Coca-Cola ads aren’t targeting worldwide diversity, they still possess a strong sense of community and overcoming differences and hardship throug h universal similarities such as a love for Coke. P P Pepsi has also paid close attention to its Packaging and always comes up with innovative cans, bottling and frequently changes it logo. However, Coke is not similar in this respect and only makes minor changes in its logos and cans. Coke has so far indulged in emotional marketing and tried to tap into the sentiment of Indian values by focusing on family packs, diwali advertisements and rural markets. Some legendary campaigns include: * The Pepsi Challenge ads showing people doing blind taste tests kicked off the fun in 1975. * In 1985 both were launched into space aboard the Space Shuttle Challenger with specially designed cans, although the crew considered both failures. * Over the years the formula was tweaked so that Pepsi ads featured celebrities stressing the drink was the â€Å"The Choice of a New Generation†. By the 1990s the Pepsi strategy revolved around consumers being invited to â€Å"Drink Pepsi, Get Stuff† by collecting Pepsi Points on packages and cups which they could redeem for lifestyle merchandise. Millions took part and the Pepsi Stuff campaign was considered a huge success. MARKET SEGMENTATION AND DIVERSIFICATION STRATEGY OF PEPSICO CURRENT SITUATION: * PepsiCo has ample opportunities to increase their market share and to grow if they concentrate on market diversification. * Pepsi and coke both have almost the same market share, but the markets where their strengths lie are different. The general market is dominated by Pepsi whereas restaurants, colleges, cinema halls are dominated by coke. * In Pakistan where PepsiCo has nearly 60% market share and its nearest competitor is coke. Coke is already devising strategies to become the market leader from follower in Pakistan. * Loyalty toward the brand â€Å"Pepsi† is relatively low in the Indian market. * Their marke t share in the Indian rural segment is low compared to coke. * Low productivity. WHAT PEPSICO CAN DO? * Pepsi’s primary consumers are teenagers, young and adults. So Pepsi can diversify their target market a bit and target these teenagers at clubs, restaurants, cinema halls etc, where coke has substantial share. * Concentrate more on the rural markets which has a lot of potential. Widen their distribution network; know what the consumers in that market want. Already coke presence in rural market through it’s â€Å"thanda matlab coca-cola† ad campaign. Through proper promotion and distribution channels Pepsi can catch up with coke in the fast-growing rural market. * Pepsi has a loyal customer base in Pakistan. It should not lose out this segment to coke. People who are already brand conscious use Pepsi. Hence they should concentrate on reinforcing their brand image and maintain the loyalty towards their brand. By doing so they can easily penetrate the other near-by markets, which will be a huge advantage. * Pepsi depends a lot on the US market. Hence it should diversify its market on a large scale and allocate necessary budgets for achieving desired results. Even though it’s long-term, strategies regarding which markets to enter and necessary budget allocations must be made now and must be implemented at the right time. Different growth strategies are appropriate for companies operating in different types of markets and Pepsi should decide on different strategic options according to the stage they are in their organizations life cycle. * Despite efforts made by PepsiCo to retain its customers through extensive marketing strategies and consumer loyalty programs, consumers are not loyal. Hence they should turn their strategies t owards building loyalty among consumers by affecting their purchasing decisions and at the same time diversify to other markets. Relying solely on one consumer market may prove harmful in the long-run and also it will be in line with other strategic decisions as discussed above. * PepsiCo’s diversification is obvious in that the fact that each of its top 18 brands generates annual sales of over $1,000 million. But having said that PepsiCo has approximately 198,000 employees and its revenue per employee is $219,439, which is lower than that of its competitors. This may indicate comparatively low productivity on the part of PepsiCo employees. To achieve strategic goals like market diversification, budget allocation plays a very important role and is crucial for success. Hence cutting down on costs and improving productivity must also be taken care of. * PepsiCo has been using all four marketing strategies from Ansoff’s matrix. Each strategy contributed to the company’s overall success but the diversification strategy seems to be the most favorable strategy for Pepsi, given the present market conditions. * By capturing various markets one at a time using different but appropriate strategies, Pepsi can become the market leader in the long run. HUMAN RESOURCES STRATEGIES OF PEPSICO LEADERSHIP AT PEPSICO INSIDERS AT PEPSICO INC (PEP) Name (Connections)| | Title| Type of Board Member| Age| Indra Nooyi | | | Chairman and Chief Executive Officer| –| 55| Eric Foss | | | Chairman of Pepsi Bottling Group, Chief Executive Officer of Pepsi Bottling Group and Chief Executive Officer of Pepsi Beverages Company| –| 52| Robert Pohlad | | | Chairman of PepsiAmericas and Chief Executive Officer of PepsiAmericas| –| 56| Irene Rosenfeld | | | Chairman of Frito-Lay North America Division and Chief Executive Officer of Frito-Lay North America Division| –| 57| Other Board Members on Board* Name (Connections)| | | Primary Company| Age| Ray Hunt | | | | Hunt Consolidated, Inc. | 67| Arthur Martinez | | | | Sears Investment Management Company| 72| Dina Dublon | | | | Microsoft Corporation| 57| James Schiro | | | | Zurich International (Bermuda) Ltd. | 65| Sharon Rockefeller | | | | Pepsico, Inc. | 66| Daniel Vasella M. D. | | | | Novartis AG| 57| Victor Dzau M. D. | | | | Kearny Venture Partners| 65| Alberto Ibarguen | | | | John S. & James L. Knight Foundation| 67| Ian Cook | | | | Colgate-Palmolive Co. | 58| Lloyd Trotter Ph. D. | | | GenNx360 Capital Partners| 65| Shona Brown | | | | Google In| | Human Resource Planning In Pepsi For Human resource planning the strategic goals and objectives are the key activities. Same is the case in the Pepsi. With the start of the season the goals and objectives are set. The goals of the organization are * To provide quality product by meeting customer demands. * To remain market leader and provide continuous improvement in its brand quality. * To provide good services to customers, employees, communities, and the environment. Human Resource Planning Process in Pepsi In Pepsi managerial estimates are used to determine the total future need of Human Resources in the organization. Than human resource department take actions to fulfill these needs. The employees hired both on permanent basis and temporary basis. After the season the temporary employees are layoffs. Normally the temporary employees are hired in production department. Tools and Techniques of Human Resource Planning Many tools are available to assist in human resource planning. In Pepsi the most commonly used tools are 1) Succession Planning. (Managerial employees) 2) HRIS (non managerial employees) Recruitment in Pepsi In Pepsi the issue of employees hiring is more critical as compare to other organizations because there is cyclical demand for employees. Pepsi uses both methods internal and external for recruitment depending upon the number of the employees required. Internal Recruitment Methods External recruitment is necessary for the organizations like Pepsi that are rapidly growing because there are large demand of people and internal sources are not sufficient to fulfill this demand. Pepsi use following methods of internal recruitment to attract their existing employees to apply for jobs available in Pepsi 1) Job Posting and Biddings ) Memos to Supervisors External Recruitment Methods Pepsi also use external recruitment methods to recruit a pool a qualified employees so that the most suitable persons can be hired for the job vacancies available in organization. Pepsi use the following external methods of recruitment 1) Job advertisement 2) Employees referrals and walk-ins 3) Campus recruiting Who Is Responsible For Recruitment In Pepsi assistant Human Resource Manager Miss Parsa Habib is responsible for both external and internal recruitment. Selection in Pepsi There are two different process of selection in this company for non-managerial and managerial employees Selection process for non-managerial employee Selection process for Managerial employees First the candidate applies or sends their resumes than an entry test is conducted by the organization. If the candidate is successful in this test than he move towards the next step of initial interview and then final selection is conducted by the manager of concern department and he makes the final decision about selection. Orientation in Pepsi Orientation is the process of introducing of new employees to the organization, their work units, and jobs. In Pepsi there are two types of orientation exist. In Pepsi there are two types of orientation exist 1) Official orientation provided by the organization. 2) Unofficial orientation provided by the co-workers. Official orientation is for the managerial employees and unofficial orientations are for the non-managerial employees. Length and Time of Orientation In Pepsi, the length and timing period of the orientation program is very short usually from 1 to 2 hours. Orientation Kit There is no concept of orientation kit in Pepsi. They are not providing their employees orientation Kit. Training in Pepsi Training for new employees is very necessary because without the proper training of employees no organization can achieve maximum output from their employees. Every organization offers their employees training so that they can sharp their skills and perform their jobs well. Pepsi is also offer to their employees training. They are doing both off the job and on the job training. 75% on the job training and remaining is classroom training. Following are the commonly used methods of training in Pepsi * Understudy assignment. * Coaching. * Classrooms training. * University and professional associations. Off the job training methods are used by the non-managerial employees or technical staff. Classrooms training and university and professional association are generally used for managerial employees. Who Train the Employees? In case of non-managerial employees training the immediate manager train the employees. This is for 3 days to 1 Month. For managerial employees Pepsi hire professional trainer. This training is held Hotels. This training is for 3 days to 15 days. Training Evaluation In Pepsi, there are no proper training evaluation system exists. Career Planning In Pepsi Pepsi provide career development opportunity only for managerial employee. . In Pepsi there is no concept of career development for the non-managerial employees because of this there is a very high employee turnover rate in Pepsi. Performance management system in Pepsi Performance management system is the important components of human resource management. Through this the organization identifies the strong and weak points of their employees and tries to rectify them. In Pepsi they have no proper way of evaluating the performance of their employees. Compensation and Benefits in Pepsi Compensation and Benefits motivates the employees and these must be offer by the organization. In Pepsi there is no concept of compensation and benefits for the non-managerial employees but Pepsi offer benefits and incentives to the managerial employees. These includes * Medical allowances * House rent * Education allowances * Convince allowances Recommendation Increase compensation and benefits to retain their existing employees also should have a better career development strategy to make it happen for their employees to go up the organizational hierarchy. * A better orientation strategy should be adopted to socialize their employees with the organizational rules and regulation also they should provide orientation kit to its employees * Career developmen t is necessary in every organization. Because it something that makes employees satisfied and increase their performances level ultimately this increase organization productivity. This is also helpful in achieving organization objectives. * Training Evaluation is very necessary because there are a lot of benefits of training Evaluation. We come to know our strengths and weaknesses through training evaluation, thus PepsiCo should have a mechanism to evaluate it. BOTTLING STRATEGY The Pepsi Bottling Group, Inc. was the world's largest bottler of Pepsi-Cola beverages. PBG sales of Pepsi-Cola beverages accounted for more than one-half of the Pepsi-Cola beverages sold in the United States and Canada and about 40 per cent worldwide. PBG had the exclusive right to manufacture, sell and distribute Pepsi-Cola beverages in all or a portion of 43 states, the District of Columbia, nine Canadian provinces, Spain, Greece, Russia, Turkey and Mexico. Approximately 70 per cent of PBG's volume was sold in the United States and Canada. Pepsi Bottling Group was based in Somers, New York. On August 4, 2009 The Pepsi Bottling Group and another major Pepsi bottler, PepsiAmericas, were purchased by PepsiCo, headquartered in Purchase, New York. The purchases were completed on February 26, 2010, forming a wholly owned PepsiCo subsidiary, the Pepsi Beverages Company (PBC). PBG's largest operations are in its North American and Western European markets, which have recently been hit by declining consumption of carbonated soft drinks. Consumer preferences have been shifting away from carbonated soft drinks, which accounted for around two-thirds of PBG's 2006 units, to healthier alternatives. The prices of production inputs, especially aluminium and corn, have been rising as well, putting additional pressure on PBG's profits. Despite these difficulties, PBG has performed relatively well. The Pepsi brands are very well known and enjoy significant brand loyalty. PBG's international markets have seen steady growth, helping to offset the sluggish domestic market. Also, PBG's performance is inherently tied to that of PEP, providing PBG with a certain degree of security in the highly competitive non-alcoholic beverage market. STATISTICS We see that the profit for the year 2006 was 5,830 million. When pepsi overtook 2 bottling plants it resulted in saving of 15 cense per bottle manufactured. It increased the gross profits to 6,210 million by the end of 2008. Pepsi already owns 33. 1 per cent of PBG stock and 43 per cent of PAS and since both bottlers have reported good FQ results and have increased their earnings forecast for the year, analysts believe that it is highly likely that even PAS will reject Pepsi's offer. While making the offer, Pepsi had said that the consolidation of its bottlers would bring in a saving at least $600 million a year, but PBG believes that the synergies would bring in savings in multiples of $600 million, based on its own internal analysis. This brings the profit statistics to

Narrative traits in Indian cinema Essay

In a nation that produces around 800 films a year Indian people see films a a very important part of their culture. For Indian people â€Å"cinema is integral to their lives; it is not a distant, two to three hour distraction, but an explicit life-style for them.†(Jaya Ramanathan). The large screen provides an alternative, an escape from the realities of day-to-day life. The protagonists are totally identified with, the hero is applauded, the virtuous is worshipped and the villain is condemned. The actors and actresses are household names; there is no escaping their omnipresence. Through this essay I will try to examine what makes Indian cinema Indian. By that I mean what narrative and visual traits are intrinsic to Indian cinema and have little relevance to cinema of America or Europe. The subjects I am going to look at are the song and dance routine, how it came about, what it means and why it’s so important to Indian cinema. I will look at the treatment of women and how sexuality of women is represented in Indian cinema, the importance of the actor within Indian society and will briefly look at the use of costumes and elaborate sets used within the Indian film industry. First I will briefly consider some traits associated with American and European cinema as to see how these cinema types differ from that of India. The cinema industry in Europe has a highly complex make-up, reflecting the cultural and expressive diversity of individual nations. If, on the one hand, the quantitative production levels of Europe’s cinema industry have remained high (at roughly 600 full-length features a year, on a par with the United States, However only a minority of European titles manage to cross the borders of their country of origin. This is one major difference from Indian film with it having one of the highest worldly distribution figures off all cinemas. Hollywood makes films for the public, and if the public’s tastes change then Hollywood films will also change. They pay money to have their ideals massaged and their values reaffirmed. And if Americans won’t pay money for it, then Hollywood doesn’t want to sell it. The narrative of Hollywood films’ is a straight plot, in which nothing is left unclear, unsettling or unexplained and every shot is justified by a link to strictest cause and  effect. Hollywood films are often viewed as dulling the mind. This is far from the case in Indian cinema where the plot is created with the aim of making people think about what has happened, this is often applied to their own lives in some way. In America people generally view films for mere entertainment where as Indian people watch films and use the moral codes implied within the narrative to better their own lives. Special effects, violence, and actors’ names are often major themes that bring Americans to the movies. While most Hollywood films are made purely for entertainment value, many foreign films are entertaining as well as forcing the viewer think and question their surroundings at the same time. In India, movies are more than simply entertainment. They are dreams, escape, fantasy and alternative realities – a necessity in dealing with the drudge of everyday existence and routine. Especially now that they have the cinematography, acting, scripting and associated parts down like a science – to the point of stretching the limits of imagination and modifying what â€Å"is† into another realm altogether. While perhaps lacking in the area of Western sophistication, this lack is probably the biggest advantage Indian films have over the rest of the World. They are simply fun to watch. Indians enjoy seeing people interacting with each other and the films reflect societal practices and norms. The form of Indian cinema has a great deal to do with how popular entertainment has been traditionally perceived and defined in India. â€Å"Entertainment is quantified as a combination of the essence of the nine basic emotions. Complete entertainment is possible only when the nine emotions, love, hate, joy, sorrow, pity, disgust, fear, anger and compassion, are blended expertly in different ways around a predominant emotion. The main emotion could be love, joy, hate or compassion, but if not complemented by the others, is neither defined nor experienced.† (V. Damodaran & M. Unnithan-Kumar) There are certain traits that are commonly associated with Bollywood movies. These include: â€Å"XExtensive use of other performing arts such as singing and dancing â€Å"X Treatment/representation of women â€Å"XThe importance of the Actor within society â€Å"XThemes centred on Moral values and cultural struggles â€Å"XLarge studio sets with elaborate decoration & elaborate and brightly coloured costumes Bollywood is a term used to describe the Indian film industry, the largest in the world in terms of film production. In 1990 India produced 800+ films (more than two a day). Bollywood’s cinema going audience, in India, Pakistan and elsewhere is also one of the biggest in the world. Song & Dance Indian films are known all over the world, but ask an English or American person and they will probably say Indian films are about singing and dancing. If you ask someone in the Middle East they may say Indian films revolve around action and if you ask someone elsewhere in Asia they often define Indian movies as love stories. So, overall it is probably Westerners who most of all see Indian movies as just song-and-dance. This is probably partly down to ignorance on our behalf and also due to the fact that musical film has been largely abandoned in Europe and America, or it is defined under its own genre ‘musical’ which often deters people from watching.. Therefore I feel this is a good place to start in terms of considering what makes Indian film different from American or European film. The narrative structure of popular Indian films is punctuated with songs and dances, usually around six songs. The origins of this tradition can be traced back to the ballets in Indian dance-drama. These song and dances are often referred to as filmi music (a desi word) . Song and dance can have many narrative functions within an Indian film. It can be used to show the  emotions and show the real interiority of characters. These song and dance sequences are more often than not used as merely musical interludes or rest periods between the dialogues of the film. The music director’s main effort in the film is to compose attractive melodies set to often fine lyrics of a high literary quality. In early Indian film the heroes and heroines sang their way through the four hour movie. The acting quality and appearance of the character counted for little as it was singing talent that was important. To this day the Indian film song has a unique thrill. The music director, the songwriter and the playback singers have an unparalleled status in India. These song and dance sequences have played a very important part in Indian films since their birth, around 1913, and they have contained some of the best Urdu and Hindi poetry within its lyrics – this was especially the case during the 1950†² and 1960’s period of filmmaking. This era was considered the golden era in this genre with films such as Pakeezah (purity), directed by Kamaal Amrohi, Jhanak Jhanak Payal Baje, directed by Rajaram Vankudre Shantaram as excellent examples of the use of song and dance. The most popular form of music in India still continues to be the film song. In the last few years, the market for popular music has grown massively. â€Å"Today, it is not unusual for films to be designed around a set of songs rather than the other way around. There is an increasing trend to use the narrative of a film simply as a string to hang song and dance numbers, much like a music hall revue. With the new audiovisual technology available, they can often resemble an extended music video peppered with action and dialogue.†(V. Damodaran & M. Unnithan-Kumar) Indian cinema has some of the best song and dance sequences in the world cinema and often excels Hollywood musicals through the way in which they link their dialogue and musical lyrics. Examples of this quality can be seen in the work of Guru Dutt in films such as Pyaasa (1957) which he Directed, wrote, produced and also starred in. This film is interesting because the songs are often inserted in the story itself, (apart from the Guru Dutt-Mala Sinha duet scene) and are not only musical picturizations of fantasies, dreams, etc., as it is often the case in later Bollywood films. Examples of his song sequences rival the best in world cinema and in many cases excel the Hollywood musical in the subtle linking of dialogue and lyric. These  directors transformed the film song into an art form and confirmed that music was Indian cinema’s greatest strength. Even today, Indian filmmakers are aware that their moment of cinematic glory can come from the songs. Every decade since the 19 50s, a huge majority of films that would otherwise have been completely forgotten are saved by a marvellous musical sequence in which melody, lyrics, camera movements, choreography and performance combine to magical effect. More than anything the phenomenon of song and dance gives Indian Cinema its unique identity. Unlike Hollywood, where the ‘Musical’ was a separate genre by itself, song and dance has been an integral part of the narrative in Indian Cinema be it in any language or whichever genre often leading and us Westerners often describe them as Indian musicals – often not realised by us that almost every different genre of Indian film contains song and dance. Film songs have been used to express all aspects of Indian life – weddings, funerals, state occasions, religious festivals, parades, parties or political conventions. Over the years, The Indian film song has evolved and many critics say that it has no reached perfection. Consequently film music is by far the most popular brand of music in India. Film makers have realised the importance of the song and dance in their films. Even today with all the visual aspects of the Indian films such as costume and sets, the song is often the single factor that determines the success or failure of a film in India. Stars of Indian films are often seen as heroes and are idolised. Nasreen Munni Kabir tells us how â€Å"people want to act, talk and look like their idols. In every decade, barbers have been asked to give their clients an Ashok Kumar, or Dilip Kumar or Shah Rukh Khan cut and tailors have always been told to copy the clothes of the beautiful Madhubala or Aishwarya Rai†. Until the early 90s, star gossip was almost exclusively reported in the dozens of film magazines but now interest in the world of cinema is so extensive that virtually every daily newspaper devotes endless print space to who is doing what in Bollywood. Representation of Women & Sexuality In early Indian cinema codes of practise followed by performing arts were also applied to the film industry. One ‘rule’ was that women of high reputation discouraged from working on screen as it was considered unacceptable by society for women to perform to perform in front of men whom were total strangers. As a result of this rule men played the roles of women. Nasreen Munni Kabir2, in his book Bollywood: The Indian cinema story, discusses how women were only gradually accepted in theatre but soon after the production of films in India women became increasing willing to act on screen, however Muslim or Hindu actresses were often frowned upon and thought to have not come from good families. This was not the case for Jewish or Christian actresses; these were seen as being above this type of criticism because of their religion. According to the Manusmriti, an ancient classical work dealing with laws, ethics, and morality, a woman should be subject to her father in childhood, in youth to her husband, and when her husband is dead, to her children. Within the guidelines of the Manusmriti, women do not enjoy independence. Women are supposed to adhere to the role of a happy figure that takes care of the household. They are supposed to be obedient to their husbands and go to every length to honour them even after death. These ethics were transferred to film and the role of the woman in Indian films is often one of extreme loyalty towards her father, husband and children. The female character is often a centrepiece to a narrative with other, predominantly male characters working around her. In traditional Indian Society, there are certain prescribed roles which regulate the conduct of women. For example, the conception of the woman as Sita is prevalent in Indian society and film. Sita is a character in the Ramayana, one of the great epics, which embodies values and the differences between right and wrong. She is the wife of Rama, who is representative of many virtues including honor, courage, and loyalty. Much of Indian popular cinema is influenced by the Ramayana and the Mahabharata, another epic, which involves the hero Lord Krishna. Sita is the ideal woman and wife that  sees her husband as an idol. Indian popular cinema represents this role of the ideal wife’s admiration and unfaltering respect. In a great deal of popular Indian Cinema the role of the women can be separated into four categories. The four categories to consider include the ideal wife, ideal mother, the vamp, and the courtesan (Dissanayake 77). The Ideal Wife (often Heroine) This character is represented by sexual purity and fidelity. The wife must be consistent with traditional Indian roles by honouring the family and depending on the husband. The definintion of the heroine in early Indian films was closely linked with mythological charaters. Nasreen Munni Kabir uses the virtous Sati Savitri as the perfect model of the women. Savitri is famous in mythology for bringing back her husband from the clutches of Yam, the god of death through her endless devotion to him. From that moment on all portrayals of women in cinema were measured against Savitri. Heriones were almost always seen as virtuous, weepy, helpless characters whose sole existence relied upon the presence of a man in her life – husband, brother or father. If the heroine were not married then it was assumed that she was a virgin. The basic idea in all Indian films from 1930’s to the present day is that the heroine will finally get her man. Rani Mukerji states â€Å"The ultimate goal of the heroine is to get her man in the end†¦This may not be shared by the hero. Whether it’s a comedy, a romantic film, an action film, a horror film – you always have romance winning in the end†. The Ideal Mother Indian reference to the mother involves religious suggestion. The country is connected with the mother goddess, Shakti, who represents great strength. The role of the mother in Indian film is often seen as a strong force, such as in Mother India. This film showcased the Indian Woman completely with her strength and emotions. (1957). Radha (Nargis) is a mother, who is left to look after her sons after her husband leaves out of shame of not being able to fend for his family, due to an accident. Radha throughout the film faces  many struggles, raising three boys, fighting poverty and debt, as well as other tragedy in the family. She is a representation of the mother being strong and the backbone of any family. Mehboob Khan’s Mother India is really a great tribute to an Indian woman. The Vamp The vamp in Indian film is modern and imitates western women and is usually more of an equal partner to the man than the heroine. Her stereotypical behaviour can include smoking, drinking, and dancing. She represents unacceptable behaviour and is seen as unwholesome and is almost always punished for her behaviour. Indian films are representative of Indian society†¦from beginning to end it is full of values†¦The character of the vamp is used to pass judgement on sections of society that are not acceptable to the traditional middle class†¦The middle class always pats itself on the back when it see ‘the vamp’: ‘Oh see, she’s smoking and drinking and she’s wearing those skimpy clothes. My daughter in doesn’t, mother doesn’t etc.†( Archana Puran Singh) These images help the middle classes reaffirm their faith in their own values. An example of this type of woman is the character of Chandramukhi, a prositue in the film Dev das (P.C. Barua) whom falls in love with Devdas (hero) however, he loves Paro. There is one film that goes against moral convention in Indian cinema, with the hero choosing to fall in love and end up with the vamp – Guru Dutts Pyassa. The Courtesan The courtesan is outside the normal realm of Indian womanhood she is a type of dancing girl. She embodies sexuality. She is a character who helps with the physical and emotional needs of men. Often in Indian film, she gives the man comfort and care, after which, he leaves her to desperately mourn the loss of him. Archana Puran Singh explains the difference between the vamp and the courtesan â€Å"The difference is that the vamp has choices. The courtesan is someone who had no choice in being a courtesan. †¦there is always said to be a sad story behind her.† Indians are therefore sympathetic towards this character whereas the vamp is frowned upon. â€Å"If the courtesan  is performing a dance it’s not out of choice and amazingly very often the courtesan remains a virgin with purity of mind and body†. The hero is attracted to her because she represents a forbidden aspect of sexuality, one not shown in the heroine, but shown often too much in the vamp. The he ro can watch her and she often will fall in love with him – often causing confusion in communication causing what is often depicted in Indian cinema – The love triangle. Although Indian cinema continues to change and evolve, reflecting new trends in gender relations, at least in very traditional Indian cinema women who live by these traditional norms are portrayed as happy and ethical. Women who go against these rules of narrative and culture in film are punished and seen as immoral. Indian films never show scenes of a sexual nature; even kissing was unknown in Indian film for a long time, however, this is not to say that Indian films lack passion and desire. The women in Indian films are often the focus of male desire. Public displays of affection are associated with western life and tend to be omitted from Indian film. Although more recent films often include scenes of overt sexual relations, traditionally Indian film has used three techniques to convey this sexuality as categorized by Richards as tribal dress, dream sequences/wet saris, and behind the bush. Tribal Dress Because many Indian films involve music and dance, Richards explains, â€Å"tribal costumes are used for the exposure of vast expanses of the body, in particular the pelvic region† ( Dissanayake ). Dream Sequences/Wet Sari Dreams offer the ability to express sexual desires and explore forbidden pleasure. Wet saris are often involved in these dreams and are caused by a downpour in which the woman’s flimsy sari allows for exposure of the female body. Dance director Lollipop, known for choreographing the song ‘Aati Kya  khandala’ in the film Ghulum (Vikram Bhatt, 1998) notes that â€Å"the wet sari must not only have the heroine wearing a sari but the hero wearing a cap so that the rain falls in front of his eyes† this is a sequence that has become a audience expectation. Psychotherapist Udayan Patel has his own views on this wet sari dance. â€Å"The gyrations are repeated and the use of the eyes and lips, all suggest overt sexuality. In our culture, we are split between living through private imaginations and social behaviour. .. . There is no kiss, there is no sex. If its explicit they people cant ignore it and parents will say it’s a bad film. I don’t think producers want this as they would lose big audiences. So sexuality is expressed through dance and the movement you of sexual intercourse without touching or kissing.† Behind the Bush The music and dance in films often gives characters the opportunity to run behind the bushes quickly. Afterwards the woman wipes off her lips, insinuating what occurred. Importance of actor within society There are high levels of devotion and hero worship towards leading stars of Indian cinema. People want to act, talk and look like their idols. In every decade, barbers have been asked to give their clients an Ashok Kumar or Dilip Kumar or Shah Rukh Khan Cut and tailors have always been told to copy the clothes of the beautiful Madhubala or Aishwarya Rai. Until the early 90s, star gossip was almost exclusively reported in the dozens of film magazines but now interest in the world of cinema is so extensive that virtually every daily newspaper devotes endless print space to whom is doing what in Bollywood. It is not only in terms of magazines and haircuts that these people are followed, it has been known for highly acclaimed actors or actresses to become members of government, as it is believed that because people follow them on screen and idolise them then this will be the case in government where they can actively change the lives of their fans and society in general. One example of this occurrence is with Shabana Azmi. Shabana is an internationally acclaimed actress, Member of the Indian  Parliament, and UN Goodwill Ambassador. She is the winner of an unprecedented five National Awards for Best Actress in India for the films Ankur (1974), Arth (1983), Khandhar (1984), Paar (1985), and Godmother (1999). She is also an extremely vocal and committed social activist, for which she was presented the Rajiv Gandhi Award as well as the Yash Bhartiya award from the government of the state of Uttar Pradesh, India. Most significantly she was awarded the Padma Shri in 1988 by the Government of India, an award given to eminent citizens for excellence in their field and distinguished contribution to society. She describes why she was driven into politics after movie making. â€Å"What ultimately drove me towards politics was this essential contradiction: if the whole purpose of art is to sensitize people, how can you say that this sensitivity is only going to be directed towards yourself and giving a better performance? This is simply not possible since the best resources of an actor must come from life itself. So when you are in films playing characters struggling with social injustice and exploitation, then a time comes when you can no longer treat your work like a nine-to-five job. I could n ot think that as of 6:00pm everyday, I would no longer concern myself with the lives of the people I choose to play. This turn came about some time in the early-80s† (Shabana Azmi) Moral Values & Cultural struggles Indian movies usually centre around moral values and binary oppositions such as unconditional love, the conflict between fathers and sons, revenge, redemption, the hero, the villain, survival against the odds, the importance of honour and self-respect, and the mission to uphold religious and moral values – grand themes that Hollywood generally leaves to the now rarely produced epic. The characterizations in Indian films are often based on archetypes of good and evil. Here are some examples of this binary opposition in Indian film: GOODEVIL HeroineVamp HeroVillain Indian societyWesternisation MoneyPoverty Love Loneliness Ever Indian film shows a struggle between at least one set of these oppositions above. Independence films had tended to deal with the confrontation of Western culture with Indian tradition. Westernization was seen as an aspect of colonialism. Western values were considered inimical and threatening to Indian familial social tradition. Villains tended to wear western clothes; westernized women were seen as vamps. In the hero versus villain situation, it was always the villain who was westernized and therefore, depraved and perverse. The Indian tradition was seen as being liberating and also the sole repository of moral and social values. Costumes & Setting Other key contributors to Indian film are the set and costume designs. There is a huge demand for exciting, colourful action scenes as this has great appeal for the young male audience. This is also how the handful of set and costume designers work. In the Bollywood movie, set design can range from the rickety and make-shift to the elaborate and lavish. Costume design has always been important but never as much as in today’s culture of glamour and beauty. Bollywood designers have become so trendy that many create clothes for exclusive weddings of the ultra rich as a side line. The unique style of Indian cinema is explored through an analysis of the mis-en-scene of the film itself–the locations, the sets and costumes–and shows how they, along with the song and dance sequences, construct the ‘look’ and meaning of a film. Use of hairstyles and make-up is examined in the context of  representations of the body in order to explore changing ideas of beauty and sexuality within the film genre. Conclusion From this essay I can conclude that Indian film is very different from that of American or European films in many ways. Some of these being: *Indian cinema is more socially challenging than American cinema *Indian film delivers messages about how Indian people should live their lives *Indian cinema treats women as objects inferior to men *Women are stereotyped either good or bad ( heroine or tramp) *Indian cinema always has romance *Indian cinema does not use spectactular specil effects *Indian cinema does not include any sexual relations *Indian cinema focuses around song and dance Eventually, Americans and British alike can begin to appreciate a more intellectual type of film such as the films popular in India. We need to learn to be willing to open our minds to new possibilities and new ideas. Once we are willing to think for ourselves occasionally, Hollywood can stand out as the film capitol it supposedly is While Indian cinema is unique to Indian culture and history, its energetic style, the emotional appeal of its themes, the glamorous lifestyles portrayed, the enduring melodies and lush settings, all contribute to its increasing popularity worldwide.