Name:

Function:
Level:
Manager Name:
Customer 1:
Customer 2:
Business Unit:
Country:

Instructions for Completion

1) Complete the Activity and Behaviour input sheets.
2) For each Activity and Behaviour listed, click on ALL the tick boxes that match your current level of achievement.
3) For Activities, you should check a box if it applies to your organization.
4) For Behaviors, you should check a box if it applies to you.
5) Respondents should allow 60-90 minutes for completion.
6) Completed questionnaires should be returned to Shwetha Butterly for evaluation and analysis.

Glossary of Terms
KPI
CDA
ROI
CAP
SWOT
KAM
JBP
AOP
SKU
POG
GMROI
POS
P&L
RM
OT
BU
GM
RMU
DC
R&D
MC
BOGOF
HQ
DSD
 Account Management

ns for Completion
the Activity and Behaviour input sheets.
Activity and Behaviour listed, click on ALL the tick boxes that match your current level of achievement.
ties, you should check a box if it applies to your organization.
viors, you should check a box if it applies to you.
ents should allow 60-90 minutes for completion.
d questionnaires should be returned to Shwetha Butterly for evaluation and analysis.

of Terms
Key performance Indicator
Customer Development Agreement
Return on Investment
Customer Account Plan
Strengths Weaknesses Opportunities Threats
Key Account Manager
Joint Business Planning
Annual Operating Plan
Stock Keeping Unit
Planogram
Gross Margin Return on Investment
Point of Sale
Profit and Loss (Statement)
Revenue Management
Organized Trade
Business Unit
General Manager
Revenue Management University
Distribution Center
Research and Development
Marginal Contribution
Buy One Get One Free
Headquarters
Direct Store Delivery
 Advanced: Taking Core:
Core: Acquiring
killed: Leveraging Resources Proactive Skilled: Leveraging Acquiring
Resources and
nd Skills Ownership for Resources and Skills Resources and
Skills

Activity
Activity

Driving Profitability Skills

Definition
Definition
Advanced: Taking Core: Acquiring Advanced: Taking
Skilled: Leveraging Resources Skilled: Leveraging Resources
Proactive Ownership Resources and Proactive Ownership for
and Skills and Skills
for Driving Profitability Skills Driving Profitability

Activity

Definition
 Advanced:
Core: Taking Core:
Advanced: Taking
Skilled: Leveraging Acquiring Proactive Skilled: Leveraging Acquiring
Proactive Ownership
Resources and Skills Resources and Ownership Resources and Skills Resources and
for Driving Profitabilit

Activity
Activity
Skills for Driving Skills

Definition
Definition
Profitability
 Advanced:
Taking
Core: Acquiring Core: Acquiring Advanced: Taking
Proactive Skilled: Leveraging Skilled: Leveraging
Resources and Resources and Proactive Ownership
Ownership for Resources and Skills Resources and Skills
Skills Skills for Driving Profitability

Activity
Activity
Driving

Definition
Definition
Profitability
Advanced: Taking
Advanced: Taking
Proactive Core: Acquiring Core: Acquiring
Skilled: Leveraging Proactive Skilled: Leveraging
Ownership for Resources and Resources and
Resources and Skills Ownership for Resources and Skills
Driving Skills Skills

Activity
Driving Profitability

Definition
Profitability
 Advanced:
Core:
Taking Proactive Core: Acquiring
Skilled: Leveraging Acquiring Skilled: Leveraging
Ownership for Resources and
Resources and Skills Resources and Resources and Skills
Driving Skills

Activity
Activity

Skills

Definition
Definition
Profitability
Core: Advanced: Taking Advanced: Taking
Core: Acquiring
Acquiring Proactive Skilled: Leveraging Resources Proactive
Resources and
Resources Ownership for and Skills Ownership for
Skills

Activity
Activity
and Skills Driving Profitability Driving Profitability

Definition
Definition
 Advanced
: Taking Advanced:
Core: Proactive Skilled: Core: Taking
: Leveraging Resources Acquiring Ownershi Leveraging Acquiring Proactive Skilled: Leveraging
ills Resources p for Resources and Resources Ownership for Resources and Skills

Activity
Activity
and Skills Driving Skills and Skills Driving

Definition
Definition
Profitabili Profitability
ty
 Advanced: Advanced:
Core: Taking Taking
Core: Acquiring
Acquiring Proactive Skilled: Leveraging Proactive Skilled: Leveraging Resources
Resources and
Resources Ownership for Resources and Skills Ownership for and Skills
Skills

Activity
Activity
and Skills Driving Driving

Definition
Definition
Profitability Profitability
Advanced:
Taking Core:
Proactive Skilled: Leveraging Acquiring
Ownership for Resources and Skills Resources
Driving and Skills
Profitability
 Discovery
Engage routinely with Customers to learn their short and long term goals, strategies and challenges through active
listening, in order to deliver strategic solutions that drive sustainable performance.

Concept and value of "Discovery" is clearly understood by Senior Management / Sales Directors.
Full Customer teams (KAM's, Customer Insights, Trade Marketing, Revenue Management etc) trained on Customer 360,
with special focus on Discovery. Bottler team training also completed.
Introduce the concept of Discovery and conduct Discovery Sessions with Customers, at least at Buyer level. Employ
active listening techniques. Communicate learnings from Discovery appropriately within PepsiCo and Customer
organizations.
Internally review capabilities (information, Insights, Trade Marketing support etc) to address learnings from Discovery
and share externally with Customer.
Jointly identify 2 to 3 initiatives that PepsiCo International can partner with Customer on (promotions, secondary displays
etc) that address Customer's goals and drive growth. Integrate Insights and leverage cross-functional resources when
needed with PepsiCo Senior Management alignment.
Ensure all selling stories and presentations begin with confirmation of Customer's goals. Ensure adequate and timely
planning for these Discovery Sessions, to appropriately identify team lead and individual roles .
Conduct strategic Discovery Session to include various functions as well as levels in the organization. Ensure Senior
Management (PepsiCo and Customer) engagement and leadership in the sessions and outcomes. Prepare and plan
adequately before sessions.
Identify and create holistic and strategic solutions that address Customer's stated needs or goals. Leverage learnings in
planning, execution and measurement. Continuously engage Buyer in Discovery sessions. Expand Discovery to
Customer Operations.
Conduct Senior-level (PepsiCo International & Customer) strategic Discovery Sessions on semi annual basis. Leverage
sessions to set critical priorities / focus, identify appropriate resources, generate plans and commitment, and identify
optimal KPI's to measure success.
Institutionalize Customer 360, and especially Discovery in everyday work and leverage process/learnings in JBP, CAP's,
AOP and Innovation and Growth Summits.

Actionable Customer Insights

Translate Insights from Consumer, Shopper, Category and POS data and analyses into commercially viable, executable
and valuable Customer solutions that are clearly linked to their needs.
Basic understanding of the fundamental principles, definitions and calculations of Category Management by entire
Customer Team (KAM's, Customer Insights, Trade Marketing, Revenue Management etc).
Inventory and understand the different information and data sources available within PepsiCo and Bottler. Access and
distribute basic canned reports to measure basic business performance. Engage with Buyer at least twice a year to
discuss / understand category performance.
At least one Category Management resource in place at Market / Channel level. Access to basic Decision Trees and
Planograms. Standardized reports created and shared by key category (ideally by channel). Conduct and leverage
specific Shopper or Consumer research to gain basic understanding of needs / behaviours at market / channel level.
Explore, invest in and get training on external sources of valuable information and data (Customer, Syndicated, Industry
reports etc). Periodic Business / Category Reviews with Buyer. Ad-hoc analyses conducted to address market /
customer challenges. Internal SKU ranking reports generated and reviewed.
Adequate Category Management support for KAM's / Customers. Analyses and insights routinely incorporated into
selling stories and presentations. In-house capability to create planograms. Identify goals and metrics for Joint
Scorecards with Customers.
Conduct analyses to understand price gaps, promotion evaluation, display effectiveness etc, as well as to identify
opportunities. Share learnings internally and with Customer. Make concerted and formal efforts to gain Category
Advisory. Collaborate with Customer to test new concepts (Modulars, Displays, additional locations etc).
Leverage and combine multiple information sources (including Consumer research, industry reports etc), tools and
analyses to influence Customer and PepsiCo performance. Engage cross-functionally to offer insights into Category,
Shopper and Customer needs and goals in the planning of optimal packages, promotions, pricing and innovations.

Share Joint Scorecards with Customer (Buyer and Senior Management). Have access and capability to analyze across
channels, categories and Customers. Explore cross-category affinities to drive more effective and complex promotion
strategies (Bundling, Combo's etc).
Sponsor, invest in and build systems to automate and facilitate information / data management and analyses. Leverage
advanced concepts such as price elasticity, shopper loyalty, GMROI etc internally and externally. Develop customer
specific shopper research linked to solutions.
Institutionalize C360 in everyday work and leverage process/learnings in JBP, CAP's, AOP and Innovation & Growth
Summits. Access Customer POS data (Transactional-level or loyalty card) to leverage Advanced Insights techniques
(Demand Clustering, Affinity Analysis etc) to impact Shopper loyalty and total store. Recognized by Customer as
Strategic and Indispensable Partner.

Joint Business Planning

Develop a set of shared goals and metrics with customers, leveraging Customer 360 Process and planning tools.

Basic account plans are created internally (typically ad-hoc) and shared with Customer to some degree (mostly on a
proposal basis). Concept and value of joint business planning (through Customer 360) is clearly understood by Senior
Management and Sales Directors.
Full Customer teams (KAM's, Customer Insights, Trade Marketing, Revenue Management etc) trained on Customer 360,
with special focus on Discovery. Bottler team training also completed.
Introduce concept of Discovery and conduct Discovery Sessions with Customers, at least at Buyer level to understand
category goals and plans. Identify which Customers to start working with in a collaborative, joint manner. KAM's trained
on creating and leveraging solid Customer Account Pans (CAP's).
Conduct scheduled business / category reviews and planning sessions with Customer (Buyer) to define joint objectives,
targets, calendar and basic metrics. Clear volume, revenue and growth targets for PepsiCo and Customer identified.
Basic CAP's in place for priority customers
Leverage knowledge, facts, insights and SWOT's in plan development. Share periodic updates on progress internally
and externally. Is viewed as reliable and credible supplier, and can leverage to gain access to Buyer when necessary.

Cross-functional wiring plan in place and regular meetings scheduled. Clear joint annual plan and promotional calendar
in place to drive category growth and make decisions. More advanced metrics clearly identified (financial, Shopper,
execution etc). Annual Top to Top meetings conducted.
Vertical wiring plan and calendar (Owner and frequency of meetings) in place. Alignment and commitment of key
decision-makers internally and externally through joint ownership of targets, objectives and execution. Course correction
is proactively and collaboratively managed when required.
Regular productive and strategic Top to Top meetings conducted. Transparent sharing of key information. Trading
issues are dealt with outside of the category management process. Increased lead times (6+ months) for planning
process.
Strong Senior Management linkage and ownership of plan and results. Complex issues and / or conflicts addressed
proactively in a factual, open and direct manner with mutual strategic benefits in mind. Strategic Innovation & Growth
Summits held annually.
Institutionalize C360 in everyday work and leverage process/learnings in JBP, CAP's, AOP and Innovation & Growth
Summits. PepsiCo Viewed as a strategic and credible business partner. JBP is widely used in development and delivery
of strategy.

Complete Customer Wiring

Identify, access and build formal and informal relationships between key influencers at different levels and functions of
Customer's organization and PepsiCo.
PepsiCo organization structure and functions clearly understood by KAM. KAM serves as primary PepsiCo
representative to the Customer / Buyer.
KAM has regular, scheduled meetings with Buyer and starts to penetrate the Bottler/Field organization (as it relates to
individual account).
KAM's Manager / Channel Leader is engaged in meetings / reviews with Customer at least twice per year. Proactive
ownership of PepsiCo's relationship with Customer.
Penetration of other relevant functions (Marketing, Logistics, Finance, etc) in Customer organization. KAM has
understanding of key decision-makers internally and externally.
Basic wiring plan (Buyer and corresponding level in other functions) in place and calendar communicated internally and
externally. Is viewed as reliable and credible supplier with greater buyer access for problem solving.
Cross-functional wiring plan in place and regular meetings scheduled and facilitated by KAM. PepsiCo and Customer
Senior Management engagement through annual Top to Top meetings. Strong and credible relationships between both
organizations across functions.
Vertical wiring plan and calendar (Owner and frequency of meetings) in place and communicated. KAM creates strong
informal networks at Customer organization to gain alignment, commitment and "get things done".
Regular productive and strategic Top to Top meetings conducted. Strong Customer Senior Management engagement
and commitment at Top to Tops.
Strategic Innovation & Growth Summits held annually with strong engagement from various functions and levels at
Customer. Direct Senior Management linkage across functions. Sharing of joint Scorecards at Senior levels.
Viewed as a best in class business partner, with strong organizational relationships, resources and alliances.

Compelling Selling Stories

Create and communicate with conviction a fact-based, solution-oriented and holistic business case that drives customer
actions, with quantified value for PepsiCo, Customer and Shopper.
The concept and value of a fact-based selling approach is understood by different levels in PepsiCo, and a data-driven,
analytical culture is encouraged and fostered.
Customer teams are introduced to the P.E.P.S.I. selling approach and format. Basic technology and tools (MS Office)
are leveraged in sharing information with Customer.
Effective communication to the customer around brand information and key selling details for major brand/category
initiatives. Selling propositions focused on generic Customer and Shopper needs.
Selling stories are customized to Channel / Customer, addressing clear Consumer / Shopper / Customer (leveraging
Discovery) needs and a clear benefit to Customer (performance, profitability etc) and Shopper.
Propositions include insights and trends that are woven into a rational, objective and compelling proposition. Category
growth drivers (Penetration, Frequency and Basket Size) are leveraged to inspire action. Customer teams trained on
effective presentation development and delivery.
All selling stories and presentations begin with confirmation of Customer's goals. Solutions are holistic, with cross-
functional considerations and synergies and have clear implementation steps, roles and responsibilities.
Information and implications of multiple sources, channels and trends / market forces are incorporated. Commercial
viability, ease of execution and Shopper experience have been adequately considered. Presentation incorporate
multiple media sources and information technology.
All selling stories based on jointly defined goal and focused on Customers image, strategy and target Shopper. Loyalty
concepts and metrics are incorporated. Subject-matter experts are educated on the issues and brought in to share
knowledge and add credibility.
Innovation and brand marketing presentations customized by Channel / Customer. Market / Region Best Practices
leveraged to inspire action. Clear linkage to Customer's stated strategic corporate goals (e.g. environmental
sustainability).
Global Best Practices leveraged to inspire action. Selling propositions drive differentiation (Shopper, Customer, Channel
etc), value and mutual profitability. Customers make a full commitment to drive actions and take advantage of the
opportunity.

Joint Customer Scorecarding

Create and communicate jointly agreed upon measures that are updated on a regular basis, and acted upon when
course correction is required.
Cat Man teams trained on basic Standardized Reporting (E.g. Category Development Fundamentals: Standardized
Reporting).
Access weekly canned vendor reports (shipment data, if scan data is unavailable) and distribute to Account and
Bottler/Field teams to measure basic business performance (Sales, Vol. etc) of PepsiCo brands and products (at
minimum) in priority channels.
Must have standardized reports at brand, product and item level for key categories (PepsiCo International and
competitors) for all channels. Share basic scorecards with Customer
PepsiCo Senior Management supports the idea of developing and sharing scorecards with the Customer. Introduce
concept of Joint Scorecards to Customer.
Jointly develop goals and metrics for Customer-specific Joint Scorecards on core business performance. Identify
frequency at which joint scorecards are to be updated and shared. Maintain objectivity and confidentiality at all costs.

Routinely share Customer-specific Joint Scorecards on core business with Buyer. Leverage scorecard to create a
dialogue with Buyer, review highlights, plan for critical issues and course correct where necessary.
Develop joint execution and tracking scorecards for key initiatives, and review progress / performance on a regular basis
with Customer. Customer provides open access to their internal information.
Share Customer-specific Joint Scorecards on core business with key Senior-level constituents (Customer & PI) on
quarterly basis at minimum.
Joint scorecards address concepts and measures on Customer's long-term, strategic objectives (Shopper loyalty,
multiple formats etc).
Joint scorecards address multiple objectives, and leverage multiple information sources, drivers, and functions. Serves
to influence Senior-level discussion, planning and long-term strategy.

Promotional Planning and Evaluation

Develop an efficient and effective promotional calendar that delivers value to Shoppers, PepsiCo, Bottlers and
Customer, with a rigorous focus on Return on Investment.
"One size fits all" market or channel level promotion calendar and POS materials. Promotions are conducted only to
drive volume with basic / adhoc performance and profitability targets.
Promotion plan and performance targets developed by channel and category segments addressing basic occasion and
benefits sought by Shoppers. Customized POS execution by channel. Trade Marketing resource in place.
Promotion evaluation by channel based on basic KPI's such as Baseline and Incrementality, Share Gain, etc.. Conduct
Discovery Sessions with Customers to understand Customer's target shopper, annual objectives and promotion strategy.

Promotion calendars and performance targets in place by Customer. Identify and leverage basic promotion objectives
such as Penetration, Frequency and Basket Size. POS materials and execution by Customer.
Basic ad-hoc Customer specific promotion evaluation measuring PepsiCo and Customer performance (Lift, Share,
Category Growth etc) and execution.
Visibility to Customer's promotion calendar. Routine and periodic promotion evaluation scorecard developed tracking
financial impact of promotions (costs, margins, ROI) for PepsiCo and shared across the selling organization. Promotion
evaluation discussions / meetings conducted with Customer, and compliance metrics put in place.

Standardized templates for promotional execution / implementation exist. Promotion calendars jointly finalized and
measured with Customers based on KPI's identified during Discovery.
PepsiCo and Customer annual and quarterly promotional calendar included in every CAP / JBP. Tools and systems in
place to support consistent, efficient and timely measurement of impact of promotions.
Discipline to estimate and clearly communicate forecasts to Customer Management & Operations (category, Shopper,
profitability) and to PepsiCo Supply Chain (Sales, profitability, ROI, execution) in planning and evaluation of every
promotion.
Strategic promotion and investment strategy / agenda in place, longer-term incorporating internal (innovation, PepsiCo's
strategic prioritization of Customers etc) and external factors (Mergers and Acquisitions, channel trends etc).

Trade Terms Management

Develop, measure and enforce compliance of Trade Terms, CDA's and Contracts to incent and achieve sustained
growth.
Trade Terms routinely made but with a basic / adhoc Trade Spend strategy and control in place at total market or BU
level.
Priority channel P&L present. Off-ticket Trade spend budget and plans formalized at BU-level with annual review /
control of Trade Terms/ CDA's Strat / AOP includes financial algorithm for overall business. Trade Terms/ CDA
Management in GM & Finance team objectives.
Trade Terms/ CDA's formalized for each Channel with detailed P&L's by channel. Bi-annual reviews / controls of Trade
Terms/ CDA's conducted.
A detailed and defendable Commercial Policy is created. Channel P&L's developed by Channel and by Customer.
Internal and external quarterly reviews of Trade Terms/ CDA's conducted. Strat / AOP includes financial algorithm
breakdown by channel.
Commercial Policy is articulated by Customer. Monthly reviews / control of Trade Terms/ CDA's are conducted. Channel
P&L's developed and tracked by Brand/ Pack. Financial KPI's in Sales / Channel Director objectives.
Customer P&L's in place with annual tracking. Trade margins adjusted annually by channel with uniform discounts by
SKU.
Bi-annual Customer P&L tracking. Margins based on competitive levels by channel and customers. Discounts reflect
SKU pricing. AOP includes OT account plans with detailed operational RM targets for Volume, Rate & Mix

Discounts reflect Cost to Serve. Quarterly Customer P&L tracking. Detailed Revenue Management KPI's in KAM
objectives.
Trade pricing reflects partnership relationships focused on total system margin growth with Customers. Discounts reflect
ability to drive Category margin growth. On-going tracking of Customer P&L by brand/ pack. RM-oriented POS execution
KPI's in Field Sales Force objectives.
Trade Terms and Spend Control is fully measured, conditionalized and defendable with Customers. Trade Terms are
recognized and leveraged with Customer as a collaborative action for profitable growth.
 Demand Planning
Leverage Consumer, Shopper, PepsiCo and Customer drivers to forecast demand and facilitate supply chain
optimization, in order to create and achieve growth plans and achieve customer operational targets.
Basic demand planning done internally, annually and at national level. Growth targets are based on prior year with
minimal understanding and incorporation of other internal factors.
Basic demand planning done bi-annually, and at Channel level. No formal / standardized tools to support. Sales Centers
are primarily responsible for forecasting products with minimal input from KAMs. OOS measurement at route-level.

Basic demand planning done quarterly with KAM input. Service levels measured by Customer. Daily Sales data by
geography / zone.
Simple and standardized forecasting tool used. Sales centers and key account department communication channels
created. Information from CAP (promotions, event etc) incorporated. Monthly demand planning at DC level.

Customer product level volume data is captured and updated on an ongoing basis in markets utilizing customer
distribution centers. PepsiCo Supply Chain has contact with Customer counterparts at operational level.
Demand planning objectives, process, tracking and standards defined internally. Competitive information / intelligence
incorporated into planning. Formal process to inform and deliver solid execution during major Customer events.

Multiple functions involved in strategic demand planning. Forecasting is collaborative using internal and available
external data. Channel, Consumer, and Shopper information leveraged in demand planning.
Real-time data is utilized & shared between functions and customer. Electronic interchange of data from customers.
Senior level Supply Chain engagement.
Senior-level sponsorship of advanced technology to support demand planning. Investment in systems, tools and
automation to drive efficiency and accuracy.

Full integration of supply chain measures and performance into ongoing customer engagement at all levels of PepsiCo
and the Customer.

Innovation and Growth Summits

Deliver PepsiCo's innovation and growth agenda and secure alignment with the Customer to drive shopper focused in-
store execution.
Same portfolio across Channels; market-level identification of Consumer / Shopper needs. Product launches supported
at national or channel level.
New products launched in ad-hoc manner based on negotiations or relationships. Minimal launch implication considered
(timing at retail, placement on shelf etc). Basic tracking of Sales / Volume.
Innovation selling materials are developed at channel level, using limited range of brand-centric insights and data.
Discovery Sessions conducted with Buyer to understand Customers strategies and goals.
Holistic and robust channel selling stories created, with clear perspective on consumer / shopper rational and benefit,
timing, pricing, shelf location and launch support. Regular tracking of Sales, Volume and incrementality.
Customer specific Innovation selling materials created using Category, Customer and Channel insights and data.
Linkage to Customers stated strategies and goals in presentations. Tracking of in-store execution (price, inventory
levels, secondary displays etc).
Annual innovation showcasing (with samples) and planning. Ability to quantify impact to Customer and PepsiCo
performance, profitability and goals.
Regular innovation scorecards updated and reviewed. Strong cross-functional engagement and ownership to deliver on
Innovation agenda. Innovation positioned as significant contributor to annual growth.
Clear linkage presented to Customer's strategic initiatives ( Sustainability, Health and Wellness, etc). Customer's
Shopper segmentation leveraged in launching innovation (core targets, tailored marketing etc). Increased planning lead
times for innovation.
Formal and structured annual, strategic Innovation & Growth Summits, with cross functional (marketing, R&D, Packaging
and engagement from Senior Management at PepsiCo and Customer. Solid foundation for innovation created through
Consumer and Shopper Insights.
PepsiCo viewed as leading innovator and growth supplier in the marketplace. Joint strategic agenda with Customers on
Innovation and Growth.

Gold Standard Merchandising

Create and implement merchandising guidelines (equipment, Planograms, etc) to maximize Shopper interaction with our
brands. Clear communication of standards as well as in-store conditions and execution is critical.
Generic and basic internal merchandising guidelines of primary location by channel. Customer Insights teams trained on
basic Assortment, Space Planning and Planograming
Merchandising guidelines communicated to field (regardless of format i.e. pencil sketch, Excel, Planogram software, etc).
Frontline Sales Force sells to Store Managers.
Generic internal merchandising guidelines for multiple locations by channel, primarily based on brand. There is
uniformity of gondola and promotional fixtures in line with PepsiCo expectations. Ad-hoc compliance / store checks with
basic tracking sheets / tools.
Model Store/Perfect Store blueprints for primary and secondary locations are updated and executed yearly at channel
level and distributed to all sales personnel. Access to and training on Planogramming software. Share with Buyer and
offer PepsiCo planogramming capabilities.
In-house creation of Category planograms on bi-annual basis (or as per Customer space-planning cycle). Scheduled
routine compliance / store audits to monitor execution at retail. PepsiCo fair share of in-store activity and presence.

Planograms created by key Customer and guidelines shared with Sales, Field and Re-Set teams. Proactively seek
opportunities to streamline and enhance Gold Standards through research, Customer HQ / Store level Discoveries and
testing.
Consistently deliver the gold standard execution across all accounts. Routine compliance checks and reports (Out of
Stocks and Point of Sale adherence etc) for every key Customer. Ability to quantify and leverage execution / compliance
"opportunities" in discussions with Customers.
Clear and standardized guidelines for all locations in-store (Checklanes, secondary displays etc). KAM / Customer
Insights routine store-visits with Buyer. Routine access to audit data (syndicated, 3rd party etc). Scheduled
merchandising reviews with Customer.
Explore opportunities with Buyer to drive in-store execution through technology. Investment in systems and technology
to support audits and compliance issues.
Leverage Advanced Insights to customize in-store execution (Demand Clustering). Leverage Customer's strategic goals
in gold standard creation, leveraging Shopper research, category affinities etc. PepsiCo recognized as Best in Class for
in-store execution.

Field Sales/Franchise Collaboration

Drive decision making and execution at the buyer and in-store level through shared ownership and communication with
our Route to Market partners.
PepsiCo HQ Sales / Channel /Franchise teams are wired to counterparts in Field Sales (internal or external).
KAM is wired and has access to Field Sales team Leader supporting specific Customer. KAM communicates with Field
Sales on an ad-hoc and issue-driven basis.
Basic communication process for Customer execution planning, lead times and other ad-hoc requests. Bottler / Field
operations provide basic input into initiative development.
KAM leads timely communication process specific to Customer execution ( Point of Purchase activities, promotions and
events). Field Sales leverages selling materials to complete the sale in assigned outlets and understands Customer
performance levels.
Regular and standardized communication from Field Sales to KAMs on execution barriers, results and competitive
intelligence. Formalized selling process is embraced by account management, front line and the customer.

KAM's have a regular presence in the field sales locations and are available to address issues. Joint store visits by
KAM's and field sales and tracking documents of objectives are maintained by front line sales.
Customer wiring responsibilities and decision making are well understood at HQ and at the operational level (Bottler &
Field Operations). Strong wiring into corresponding functions in Customer organization.
Joint ownership and participation in strategic internal planning and successful delivery of execution and logistics by
PepsiCo Senior Sales Management and Senior Franchise / Field Sales Leaders.
Senior-level (PepsiCo and Bottler) sponsorship of advanced technology to support supply and execution. Investment in
systems, tools and automation to drive efficiency, speed and logistic management.
Joint ownership (PepsiCo, Bottler and Customer) and participation in strategic planning, Commercial Policy compliance
and execution.

Legal Compliance
Take active responsibility to learn and comply with PepsiCo's legal standards and codes of operating and competing
within the country/market.
Basic knowledge and understanding of PepsiCo standards and legal considerations (e.g. Anti-Trust, Trade Spend
Compliance etc).
Sales / Customer teams have basic wiring into PepsiCo legal department and understand resources available.
Sales / Customer teams proactively identify Customer's legal requirements and terms, especially contracts.
Understanding of legal market / channel guidelines on pricing.
Proactive and timely engagement with PepsiCo and Customer legal department, before potential issues / problems
arise. Involvement of PepsiCo Legal department in contract negotiations.
Knowledge of and adherence to Customer's confidentiality requirements. Full Commercial Policy in place with PepsiCo
legal department alignment.
All major negotiations, contracts and agreements are in compliance with Commercial Policy and PepsiCo's legal
standards. Timely involvement of PepsiCo Legal in these activities.
PepsiCo Legal Team established as core participant in customer team decisions, negotiations, and contracts.
PepsiCo legal compliance certification materials (e.g. Anti-Trust essentials, Trade Spend Compliance) developed in
collaboration with Legal teams and Sales Senior Management.
Entire Sales / Customer Teams certified on legal compliance.
Annual certification required and institutionalized for all Sales / Customer teams (across functions and levels).

Cross-Functional Team Leadership

Own a holistic business-solution approach by engaging, aligning and directing people across various functions that can
impact or influence results.
PepsiCo organizational structure and functions clearly understood by KAM. KAM serves as primary PepsiCo
representative to the Customer / Buyer.
Cross functional resources have general understanding of each other key responsibilities and objectives.
Ad-hoc collaboration and communication to relevant roles within PepsiCo and Bottler on key issues. Each function
provides quality and timely input when required / tasked.
Penetration and understanding of other relevant functions (Marketing, Logistics, Finance, etc) in Customer organization.
KAM has understanding of key decision-makers internally and externally. Regular engagement of cross-functional
resources to address and solve Customer / execution issues.
Basic wiring plan in place for KAM interaction with Buyer and corresponding level in other functions) and calendar
communicated internally and externally. Cross-functional Teams assembled and meeting regularly to address short and
long term goals.
Cross-functional wiring plan in place and regular meetings scheduled and facilitated by KAM. Cross-functional experts
engaged and leveraged when needed. Strong and credible relationships between PepsiCo and Customer organizations
across functions.
Vertical wiring plan that assigns functional owners and frequency of meetings in place and communicated. KAM creates
strong informal networks at Customer organization to gain alignment, commitment and "get things done". Customer
teams work seamlessly as a "unit".
Cross-functional Task Forces (internal and external) created to address strategic planning and solve complex
organizational issues.
Strategic Innovation & Growth Summits held annually with strong engagement from various functions and levels at
Customer. Strong Senior Management linkage across functions. Sharing of joint Scorecards at Senior levels.
Viewed as a strategic and credible business partner, with strong organizational relationships and alliances. Customer
360 institutionalized and leveraged as cross-functional process of selling with Customer.

Commercial Channel Strategy

Develop viable and valuable business strategy and plans for every channel within the marketplace that capitalize the
specific channel opportunities.
National / Market-level plans, strategies, pack offering and promotions. Differentiated channels identified, Channel
Leaders appointed and basic understanding on the channel's role to the shopper.
Priority channels are measured leveraging internal sources and external where available . Promotion plan and
performance targets developed by channel to address basic occasions and benefits sought by Shoppers. Customized
POS execution by channel.
Channel plans and Trade Spend formalized with detailed P&L's by channel. Ideally a channel-level Category
Management resource in place. Merchandising guidelines, basic promotion evaluation, trade selling materials..
Tactics and initiatives are developed to address the needs in each priority channel in the market. Insights driven tools
developed to support channel strategies (Pack Price, Shopper Purchase Dynamics, etc.). Routine tracking of channel
performance by channel / package for PepsiCo and competition.
Roles, occasions/benefits and target Shoppers mapped for different trade channels. Channel SWOTS created and
leveraged for internal planning (Strat Plans, AOP etc). Channel P&L's developed and tracked by brand.
Channel strategies and plans clearly translated into and supported by CAP's and key Customer initiatives. Pack
solutions to deliver basic needs / benefits sought within each channel, as well as sales and financial goals.
Channel strategies are integral to the bottler/field commercial process, and are used and reviewed on a regular basis.
Multiple packs and price offerings per channel with supporting marketing strategies and trade selling stories to
communicate benefits / value to Consumers/ Shoppers.
Shopper insights, syndicated data, and pricing models available for emerging channels. Ability and expertise to forecast
and plan against long-term health of channel. Channel Management teams/ experts available in region or market.

PepsiCo leveraging industry leading channel knowledge at top to tops and growth summits linking that knowledge to
customized solutions.
PepsiCo viewed as leading supplier driving performance and growth by all customers across all channels.

Complexity Management
Lead thought and action in difficult and complex business situations, times of environmental or internal change, or
unexpected crisis across matrixed organizations
Basic, foundational knowledge and understanding of KPI's, drivers, industry and PepsiCo in place and leveraged in
every day business.
Core resources (people, budgets, software etc) identified, engaged and leveraged to solve ad-hoc issues.
Basic business processes and tools (internal data, syndicated data, systems etc) identified, accessed and leveraged in
every day business.
Participation in internal business planning (Strat Plan, AOP) to understand the "bigger picture" at PepsiCo. External
knowledge and wiring of Customer and Suppliers, to learn goals, strategies, and challenges to have sound external
perspective.
Learning and understanding of competitive products, strengths, capabilities and organization to anticipate and predict
impact to PepsiCo. A proactive, fact-based problem-solving approach to every day business.
Capability (personal and resources) to combine several sources of information (internal and external, direct and indirect)
with an ability to process several issues and weigh multiple outcomes.
Strong holistic industry expertise (knowledge and application) to include understanding of cross functional disciplines
(Supply Chain, marketplace trends, Consumer / Shopper insights, etc). and to have an educated perspective on the
future (business results, competitive threats, channel / industry evolution etc).
Capability (personal and resources) to identify "root cause" and critical success factors to address organizational issues
(internal or external), and analyze complex problems and see connections in trends, data, events etc.
Clear, consistent and strategic vision effectively communicated to remove ambiguity and serve as a call to joint action
(internally and externally) around common, focused goals.
Viewed internally and externally as the gold standard problem solver able to leverage all available resources and
expertise while managing multiple priorities and goals.
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 Behaviour

Definition

Level 1:
"Perform"
Level 2:
"Drive"

Level 3:
"Lead"

Level 4:
"Leverage"
Level 5:
"Institutionalize"

Behaviour

Definition

Level 1:
"Perform"
Level 2:
"Drive"
Level 3:
"Lead"
Level 4:
"Leverage"
Level 5:
"Institutionalize"

Behaviour

Definition

Level 1:
"Perform"
Level 2:
"Drive"
Level 3:
"Lead"
Level 4:
"Leverage"
Level 5:
"Institutionalize"
 Behaviour

Definition

Level 1:
"Perform"
Level 2:
"Drive"
Level 3:
"Lead"
Level 4:
"Leverage"
Level 5:
"Institutionalize"

Behaviour

Definition

Level 1:
"Perform"
Level 2:
"Drive"
Level 3:
"Lead"
Level 4:
"Leverage"
Level 5:
"Institutionalize"

Behaviour

Definition

Level 1:
"Perform"
Level 2:
"Drive"
Level 3:
"Lead"
Level 4:
"Leverage"
Level 5:
"Institutionalize"

Behaviour
 Definition

Level 1:
"Perform"
Level 2:
"Drive"
Level 3:
"Lead"
Level 4:
"Leverage"
Level 5:
"Institutionalize"

Behaviour

Definition

Level 1:
"Perform"
Level 2:
"Drive"
Level 3:
"Lead"
Level 4:
"Leverage"
Level 5:
"Institutionalize"

Behaviour

Definition

Level 1:
"Perform"
Level 2:
"Drive"
Level 3:
"Lead"
Level 4:
"Leverage"
Level 5:
"Institutionalize"

Behaviour

Definition
 Level 1:
"Perform"
Level 2:
"Drive"
Level 3:
"Lead"
Level 4:
"Leverage"
Level 5:
"Institutionalize"

Behaviour

Definition

Level 1:
"Perform"
Level 2:
"Drive"
Level 3:
"Lead"
Level 4:
"Leverage"
Level 5:
"Institutionalize"

Behaviour

Definition

Level 1:
"Perform"
Level 2:
"Drive"
Level 3:
"Lead"
Level 4:
"Leverage"
Level 5:
"Institutionalize"

Behaviour

Definition

Level 1:
"Perform"
 Level 2:
"Drive"
Level 3:
"Lead"
Level 4:
"Leverage"
Level 5:
"Institutionalize"

Behaviour

Definition

Level 1:
"Perform"
Level 2:
"Drive"
Level 3:
"Lead"
Level 4:
"Leverage"
Level 5:
"Institutionalize"

Behaviour

Definition

Level 1:
"Perform"
Level 2:
"Drive"
Level 3:
"Lead"
Level 4:
"Leverage"
Level 5:
"Institutionalize"

Behaviour

Definition

Level 1:
"Perform"
Level 2:
"Drive"
 Level 3:
"Lead"
Level 4:
"Leverage"
Level 5:
"Institutionalize"

Behaviour

Definition

Level 1:
"Perform"
Level 2:
"Drive"
Level 3:
"Lead"
Level 4:
"Leverage"
Level 5:
"Institutionalize"

Behaviour

Definition

Level 1:
"Perform"
Level 2:
"Drive"
Level 3:
"Lead"
Level 4:
"Leverage"
Level 5:
"Institutionalize"

Behaviour

Definition

Level 1:
"Perform"
Level 2:
"Drive"
Level 3:
"Lead"
 Level 4:
"Leverage"
Level 5:
"Institutionalize"
 Trust and Credibility
Fosters an environment of trust and is recognized internally and externally as an objective, factual and reliable business partne

Is viewed as reliable in delivering on work and commitments. Has solid understanding of facts, trends and KPI's impacting Pep
them objectively in the selling process. Delivers timely results.
Is viewed as a credible resource / expert internally by peers and managers, and externally by primary contacts at the Custome
objective decisions. Manages expectations and commitments (without over-committing) and always makes every effort to deliv
Inspires trust and confidence vertically and horizontally at PepsiCo and Customer / Bottler, by listening first, consistently delive
Always conducts business/negotiations and represents team/ PepsiCo with integrity and objectivity. Shows sound judgment in

Takes ownership for an open, factual and objective relationship with others internally and externally. Sets a clear agenda up-fr
timelines to create a transparent, productive and trusting team environment.
Instils a spirit of trust, openness and commitment to organizational goals. Focuses efforts and motivates people based on over
Maintains a position of loyalty to team, commitment to delivering results and trusting others.

Active Listening
Demonstrate genuine desire to identify and learn goals and challenges by asking key questions and openly welcoming others'

Asks pertinent and relevant questions during business discussions and meetings to learn about the goals and challenges of ot
contacts at Customer to understand strategic and tactical issues.
Actively seeks and creates opportunities to learn and understand goals and strategies. Asks open-ended questions and create
information (is attentive, listens, earns credibility etc). Engages support of senior management to conduct more strategic Disco
Champions and supports team Discovery meetings at all levels in Customer organization and leads planning sessions to ask r
skills. Routinely re-confirms key goals with Customers and incorporates learnings into selling process.
Leverages and engages support of multiple functions in discovery learning sessions to provide holistic solutions. Leads Custom
encourages candid and honest answers, and accepts/acts to correct negative feedback.
Sponsors training and development of listening skills for team. Is viewed by Customer as genuinely interested and concerned
supporting team's efforts in this area.

Integrating Insights
Access, understand and incorporate data, trend and analyses of Consumer and Shopper behaviour to identify growth opportun
solutions.

Routinely performs / incorporates data analysis to support fact-based planning, proposals and performance measurement.

Applies company-wide strategies and translates them into Customer plans. Leverages data analysis and insights in communic

Converts data into compelling insights, and insights into actionable solutions. Proactively identifies strategic growth opportuniti
case.
Understands and utilizes multiple information sources (Consumer, Shopper, Customer and Financial), and leverages them to c
strategies, plans and solutions. Engages with cross-functional teams (internal and external) on longer term implications of insig
Champions and drives a fact-based selling approach within the team / organization. Leads / sponsors custom research studies
 Confident Communication
Demonstrate the ability to convey information and ideas effectively, efficiently and persuasively through verbal, non-verbal, wri

Delivers information, analyses and strategies in a clear, time-sensitive and consistent manner, using appropriate written and ve
strong selling stories and presentations.
Ensures all key constituents are aware / informed of key information, issues and potential problems, with supporting facts, pote
and issues in a manner that inspires confidence and conveys strong knowledge and subject matter expertise.
Has the ability to convey complex issues in a simplified and logical manner. Assists others to visualize and leverage links betw
develop and deliver highly persuasive and compelling messages through a wide variety of media.
Leads presentations and discussions on complex issues with all levels in Customer organization and PepsiCo. Has ability to co
other functional areas.
Fosters an environment of open, factual and direct communication, allowing others to convey information with confidence and
Senior Management (internal and external) at Top-to-Tops, Innovation and Growth Summits etc.

Organizational Understanding
Leverage knowledge of internal and external organization structures, formal and informal networks and key influencers / decisi

Possesses basic understanding of PepsiCo / Customer / Bottler organization structure and functions, especially within the Sell

Identifies key decision-makers and influencers within PepsiCo / Customer / Bottler, across functions and levels. Routinely shar
into planning and selling process. Knows and accesses subject-matter experts when needed.
Identifies, develops and leverages formal and informal networks within PepsiCo / Customer / Bottler in gaining alignment, com
leverages organizational strengths and weaknesses to achieve goals and drive business performance.
Participates and leads cross-functional resources and task-forces (Internally and externally) to drive holistic solutions and align
between Customers and PepsiCo.
Leads identification of critical changes at senior levels within Customer / Bottler organization and cascades that information int
team/organization changes to relevant personally at Customer / Bottler.

Collaboration
Drive full alignment of members of PepsiCo, Bottler and Customer organization to deliver against a common, shared set of goa

Builds relationships with others on team and at Customer. Understands and articulates the business goal in order to focus the

Actively seeks to understand others' goals and needs, and looks for common points of agreement. Encourages and listens eff
information is communicated to invite engagement and support of others.
Creates joint ownership of goals and success. Defines and presents clearly the common objectives and desired outcome. Fair
recommended by others, works towards a mutually advantageous outcome.
Builds relationships and works effectively with other functions. Is able to present the objectives, deliverables and KPI's of own
similarly to deliver holistic solutions and PepsiCo's success.
Identifies and creates joint goals for both organizations, identifies support/resources needed and find joint solutions. Leads Pe
mutually beneficial outcomes for both organizations.

Results-Driven
Exhibit a relentless commitment to setting challenging goals, delivering the plan and achieving successful outcomes.

Understands individual and overall business goals and metrics. Actively demonstrates a desire to achieve results and deliver o
able to provide forecasts and updates against identified objectives.
Creates individual and business goals, and routinely sets challenging / stretch goals. Demonstrates an understanding of the im
Customer business performance. Is highly self-motivated and actively seeks to identify opportunities to deliver results and grow
Demonstrates significant ownership of individual and team results, and proactively identifies problems, elevates need for addit
to address critical issues. Encourages and motivates team focus on goals and objectives and recognizes and rewards achieve
Supports or leads objective setting/planning sessions across the sales team and other functional areas, achieving consensus
senior level at the Customer to anticipate and address risks and gaps.
Always delivers or exceeds personal objectives and Champions team, PepsiCo and Customer objectives. Mobilizes additional
peers) when necessary.

ROI Focus
Strong commitment to identify and deliver the best possible return on investment for PepsiCo while balancing our Company, C

Manages and delivers Customer / Channel results on budget. Spends Company funds judiciously. Tracks results to evaluate r

Supports budget planning for Customer / Channel and takes ownership for delivering results within budget. Analyzes impact o
research etc) and proactively finds solutions that deliver balanced returns.
Leads budget planning and measurement. Ensures team is focused on return of every investment made by PepsiCo through r
Makes significant input / impact to investment decisions based on expertise on Consumer /Shopper /Customer.
Invests in and sponsors systems to assist in analyzing and tracking PepsiCo spend and investments. Leverages cross-function
to gain efficient returns and spending.
Create sense of accountability for delivering with budget and judicious use of PepsiCo funds. Makes sound short-term investm
rewards successful dedication and commitment to ROI management.

Financial Acumen
Understand key financial concepts, metrics and drivers that impact PepsiCo, Bottler and Customer's business.

Understands basic financial drivers and KPI's (Revenue, Gross Margin, etc) of PepsiCo, Customer and Bottler, and how they r
basis.
Has ability to calculate, articulate and incorporate financial drivers and KPI's in planning and selling process. Is held accountab
PepsiCo by Channel / Customer.
Takes active ownership of successfully planning and delivering PepsiCo's financial KPI's by Channel / Customer. Engage with
tracking.
Creates a joint understanding of financial success with Customers, routinely to address critical issues and find incremental opp
systems to assist in making better financial decisions and tracking.
Sponsors wide-spread understanding and support to drive PepsiCo's and Customer's financial goals / success. Recognizes an
plan.

Managing Priorities
Identify, rank and balance multiple, and often conflicting issues and goals to focus on those that are most critical, time-sensitiv
Demonstrates ability to manage and deliver critical internal and external priorities within functional area, while delivering quality

Is able to manage, deliver and communicate multiple projects and tasks simultaneously. Prioritizes and stays focused on the ri
others effectively.
Identifies goals or tasks with highest potential return or urgency, and focuses resources and efforts of self and others on them.
and commitments within PepsiCo and the Customer. Leverages available technology (Outlook Calendar, project plans etc).
Supports and impacts cross-functional priorities, in addition to individual and team goals. Energizes and focuses team efforts o
and/or Customer. Engages and manages external resources when needed.
Leads and sets very clear business goals, objectives and priorities for multiple Channel / Customer teams. Communicates and
Recognizes and rewards creative solutions and ideas that foster better planning or time management.

Leveraging Economic Models

Understand and apply knowledge of how a business (PepsiCo, Customer, Bottler) operates and achieves financial results.

Possesses basic understanding of PepsiCo / Channel / Customer / Bottler business model, P&L and key drivers.

Actively seeks opportunities to learn and gain expertise on specific components of PepsiCo / Customer / Bottler operations an
with team, and incorporates into planning and selling process.
Identifies, anticipates and leverages PepsiCo's impact on the Customer / Bottler's operations and profitability. Leads developm
value and profitability.
Engages and leverages cross-functional resources and task-forces (Internally and externally) to drive financial results of Pepsi

Sponsors and invests (resources, time, budgets etc) in systems and knowledge to support understanding and management of

Taking Calculated Risks

Processes best available information and evaluates all possible outcomes to select the optimal solution that balances risk vers

Considers multiple information sources when making decisions. Possesses ability to quantify / forecast impact of decisions, ac
and Customer.
Rationally weighs different scenarios and evaluates impact on Consumer / Shopper. Engages with internal and external consti
factually evaluates implications.
Courageously leads critical / risky decisions and actions with significant upside for PepsiCo and Customer. Leverages all avail
and experience. Develops fall-back plan and routinely measures and corrects course when needed.
Remains calm and objective in uncertain situations. Stays up-to-date on current industry trends, forces and changes to incorpo
process multiple sources of information and formulate bold action plans with significantly greater reward.
Is willing to commit organizational time and resources to identify, evaluate and implement solutions where the reward is signific
the obvious solutions and horizons.

Organizational Alignment
Leverage knowledge, experience, facts and relationships to gain and communicate buy-in and approval of all key constituents
Customer).

Identifies the appropriate authority and seeks consensus and approval when necessary before taking actions. Understands an
Communicates and creates awareness of key issues, updates and events. Ensures all relevant parties are involved and suppo
and consensus on major goals, plans and actions to ensure successful outcomes.
Identifies and accesses key decision-makers at various levels internally and externally. Routinely leverages appropriate spons
externally. Communicates frequently to maintain focus and commitment to plan.
Identifies and leverages key influencers in different functions internally and externally. Engages senior management and obtai
by directing focus on common goal and mutual benefit.
Fosters an environment of consensus versus authoritative decision-making. Champions partnerships with Customers to facilita
and plans.

Operational Understanding
Demonstrate and apply knowledge of how PepsiCo's products are manufactured and supplied to Customers, as well as how C

Possess basic understanding of core retail channels (Super, Hyper, Convenience etc) and go-to-market systems (DSD, Wareh

Has fundamental understanding of different roles, functions and challenges (internal and external) involved in selling, deliverin
Makes routine store /market visits.
Proactively seeks and leverages opportunities to enhance learning and understanding of PepsiCo and Customer operations (v
not directly related to specific work area.
Seeks opportunities to participate in projects / task-forces that impact delivery or store operations. Leverages knowledge in bu
Customers.
Creates opportunities for wide-spread learning and application of operational levers and KPI's in the selling process. Facilitates
store visits.

Competitive Spirit
Exemplify a passion to succeed over competition without compromising on PepsiCo values.

Demonstrates ambition and keen desire to deliver/surpass expectations. Is motivated by success (personal and business) and

Perseveres through difficult challenges and remains focused on goals. Is motivated by the thrill of success, and works accordin
PepsiCo's competitors in the Customer / Channel.
Stays informed and aware of competitor's innovation, events and promotions. Anticipates and plans for competitor's actions. S
goals and passionately seeks to achieve them.
Creating the inspiration for cross functional teams that focuses them on winning versus the competition (ie Engaging non-front
results)
Ignites competitive spirit for one's self and the entire team. Intense unwavering focus on succeeding versus the close in and b
competitive achievements across the entire organization.

Influence Management
Achieve desired outcome through others without having direct authority, by focusing on goals and benefits.

Recognizes the need of gaining support and consensus and is able to identify main decision-makers. Leverages compelling fa
recommendations.
Proactively listens and identifies common needs and goals. Seeks out those who have influence over / impact key decisions, a
and features of own solutions and ideas to gain the buy-in of others.
Proactively plans on how to approach each coming decision to determine who and how to engage, so that meetings and discu
gained.
Leverages formal and informal networks to gain support. Leads discussions / development of outcomes that are mutually adv
overcome objections and drive business objectives.
Builds powerful networks within and outside the company. Systematically approaches key people prior to key meetings/decisio
their positions.

Always with Integrity

Conduct every business dealing in an ethical, honest and trust-inspiring manner.

Displays responsible and ethical behaviour towards Customers, suppliers and others in PepsiCo. Learns and understand Peps

Consistently follows the meaning and intent of PepsiCo's policies and standards. Takes accountability and is viewed internally

Fosters an environment of open, candid and direct sharing of information within team. Leads team in a factual, fair and direct m

Serves as a positive role model by establishing standards of doing business. Does not compromise personal and team obligat

Makes people proud to be part of the company by demonstrating high personal standards. Makes decisions based on what is
gain.

Proactive Thinking
Anticipates potential issues and opportunities, to develop structured solution and plans, in advance of need.

Has solid grasp of functional area in order to recognize and uncover potential challenges and barriers to success of the plan. A
manner.
Takes initiative to anticipate needs, challenges and events that could impact the team / plan. Makes strong effort to communic
internally and externally.
Demonstrates significant skill in seeing the 'big picture'. Leverages past experience (personal or that of others) to steer the gro
appropriate actions before events happen.
Anticipates external environmental changes (Consumer, Shopper, Competition, Channel etc) and forecasts their impact to Pep
ownership for continuous improvement of thought, work processes and relationships.
Provides strategic direction to anticipate organizational barriers or challenges, and creates urgency to prevent or plan for them
inspires others to seek and predict Customer and Shopper needs and engage.

Entrepreneurial Drive
"Own" and manage PepsiCo's business, relationship and success with the Customer and Bottler as if it were your own.

Takes pride in working for PepsiCo and on specific Channel / Customer. Feels responsible for impacting the delivery and succ
Customer.
Takes ownership and accountability for PepsiCo's business and success with the Customer. Demonstrates perseverance, pas

Optimizes the companies resources and investments in the most effective way to drive results. Strong linkage between person
Transfers personal ownership to others through empowerment. Feels accountable for shaping and sustaining PepsiCo's reput
/ industry.
Is personally tied to the company's future and strategic positioning of PepsiCo with the Customer. Invests personal credibility w
obstacles.
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