account management input

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

Instructions for Completion

Glossary of TermsKPICDAROICAPSWOTKAMJBPAOPSKUPOGGMROIPOSP&LRMOTBUGMRMUDCR&DMCBOGOFHQDSD

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.

Account Management

Instructions for Completion

Glossary of TermsKey performance IndicatorCustomer Development AgreementReturn on InvestmentCustomer Account Plan Strengths Weaknesses Opportunities ThreatsKey Account ManagerJoint Business PlanningAnnual Operating PlanStock Keeping UnitPlanogramGross Margin Return on InvestmentPoint of SaleProfit and Loss (Statement)Revenue ManagementOrganized TradeBusiness UnitGeneral ManagerRevenue Management UniversityDistribution CenterResearch and DevelopmentMarginal ContributionBuy One Get One FreeHeadquartersDirect Store Delivery

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.

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Discovery

Concept and value of "Discovery" is clearly understood by Senior Management / Sales Directors.

Actionable Customer Insights

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.

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.

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).

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

Complete Customer Wiring

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.

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.

Viewed as a best in class business partner, with strong organizational relationships, resources and alliances.

Compelling Selling Stories

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.

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

Promotional Planning and Evaluation

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.

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.

Trade Terms Management

Demand Planning

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).

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.

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.

Innovation and Growth Summits

Gold Standard Merchandising

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.

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.

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.

Field Sales/Franchise Collaboration

PepsiCo HQ Sales / Channel /Franchise teams are wired to counterparts in Field Sales (internal or external).

Legal Compliance

Sales / Customer teams have basic wiring into PepsiCo legal department and understand resources available.

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.

Drive decision making and execution at the buyer and in-store level through shared ownership and communication with our Route to Market partners.

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.

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 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.

PepsiCo Legal Team established as core participant in customer team decisions, negotiations, and contracts.

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

Cross functional resources have general understanding of each other key responsibilities and objectives.

Commercial Channel Strategy

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 compliance certification materials (e.g. Anti-Trust essentials, Trade Spend Compliance) developed in collaboration with Legal teams and Sales Senior Management.

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.

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.

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.

PepsiCo viewed as leading supplier driving performance and growth by all customers across all channels.

Complexity Management

Core resources (people, budgets, software etc) identified, engaged and leveraged to solve ad-hoc issues.

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.

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.

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.

Discovery

Actionable Customer Insights

Tick box if level achieved


Joint Business Planning

Complete Customer Wiring


Compelling Selling Stories



Joint Customer Scorecarding

Promotional Planning and Evaluation



Trade Terms Management

Demand Planning



Innovation and Growth Summits

Gold Standard Merchandising



Field Sales/Franchise Collaboration

Legal Compliance



Cross-Functional Team Leadership

Commercial Channel Strategy



Complexity ManagementTick box if

level achieved

Behaviour

Definition

Behaviour

Definition

Behaviour

Definition

Behaviour

Level 1: "Perform"

Level 2:"Drive"

Level 3:"Lead"

Level 4:"Leverage"

Level 5:"Institutionalize"

Level 1: "Perform"

Level 2:"Drive"

Level 3:"Lead"

Level 4:"Leverage"


Level 1: "Perform"

Level 2:"Drive"

Level 3:"Lead"

Level 4:"Leverage"


Definition

Behaviour

Definition

Behaviour

Definition

Behaviour

Definition

Level 1: "Perform"

Level 2:"Drive"

Level 3:"Lead"

Level 4:"Leverage"


Level 1: "Perform"

Level 2:"Drive"

Level 3:"Lead"

Level 4:"Leverage"


Level 1: "Perform"

Level 2:"Drive"

Level 3:"Lead"

Level 4:"Leverage"


Level 1: "Perform"

Behaviour

Definition

Behaviour

Definition

Behaviour

Definition

Level 2:"Drive"

Level 3:"Lead"

Level 4:"Leverage"


Level 1: "Perform"

Level 2:"Drive"

Level 3:"Lead"

Level 4:"Leverage"


Level 1: "Perform"

Level 2:"Drive"

Level 3:"Lead"

Level 4:"Leverage"


Level 1: "Perform"

Level 2:"Drive"

Level 3:"Lead"

Level 4:"Leverage"

Behaviour

Definition

Behaviour

Definition

Behaviour

Definition

Behaviour


Level 1: "Perform"

Level 2:"Drive"

Level 3:"Lead"

Level 4:"Leverage"


Level 1: "Perform"

Level 2:"Drive"

Level 3:"Lead"

Level 4:"Leverage"


Level 1: "Perform"

Level 2:"Drive"

Level 3:"Lead"

Level 4:"Leverage"


Definition

Behaviour

Definition

Behaviour

Definition

Behaviour

Definition

Level 1: "Perform"

Level 2:"Drive"

Level 3:"Lead"

Level 4:"Leverage"


Level 1: "Perform"

Level 2:"Drive"

Level 3:"Lead"

Level 4:"Leverage"


Level 1: "Perform"

Level 2:"Drive"

Level 3:"Lead"

Level 4:"Leverage"


Level 1: "Perform"

Behaviour

Definition

Behaviour

Definition

Level 2:"Drive"

Level 3:"Lead"

Level 4:"Leverage"


Level 1: "Perform"

Level 2:"Drive"

Level 3:"Lead"

Level 4:"Leverage"


Level 1: "Perform"

Level 2:"Drive"

Level 3:"Lead"

Level 4:"Leverage"


Trust and Credibility

Fosters an environment of trust and is recognized internally and externally as an objective, factual and reliable business partner.

Active ListeningDemonstrate genuine desire to identify and learn goals and challenges by asking key questions and openly welcoming others' responses, internally and externally.

Integrating Insights

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 communication and relationship with Customer.

Champions and drives a fact-based selling approach within the team / organization. Leads / sponsors custom research studies and projects.

Confident Communication

Is viewed as reliable in delivering on work and commitments. Has solid understanding of facts, trends and KPI's impacting PepsiCo and Customer / Bottler, and leverages 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 Customer/Bottler . Strongly leverages facts to make objective decisions. Manages expectations and commitments (without over-committing) and always makes every effort to deliver them.

Inspires trust and confidence vertically and horizontally at PepsiCo and Customer / Bottler, by listening first, consistently delivering on commitments and leading by example. Always conducts business/negotiations and represents team/ PepsiCo with integrity and objectivity. Shows sound judgment in maintaining confidentiality.

Takes ownership for an open, factual and objective relationship with others internally and externally. Sets a clear agenda up-front, with specific roles, responsibilities and 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 overall/business goals versus personal gain. Maintains a position of loyalty to team, commitment to delivering results and trusting others.

Asks pertinent and relevant questions during business discussions and meetings to learn about the goals and challenges of others. Conducts Discovery with primary 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 creates an environment conducive to sharing of information (is attentive, listens, earns credibility etc). Engages support of senior management to conduct more strategic Discovery sessions.

Champions and supports team Discovery meetings at all levels in Customer organization and leads planning sessions to ask right questions and develop strong listening 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 Customer learning opportunities with open questions, 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 about their goals and strategies, and supporting team's efforts in this area.

Access, understand and incorporate data, trend and analyses of Consumer and Shopper behaviour to identify growth opportunities and develop compelling fact-based solutions.

Converts data into compelling insights, and insights into actionable solutions. Proactively identifies strategic growth opportunities and supports it with a fact-based business case.

Understands and utilizes multiple information sources (Consumer, Shopper, Customer and Financial), and leverages them to create Customer / Channel / PepsiCo strategies, plans and solutions. Engages with cross-functional teams (internal and external) on longer term implications of insights and trends.

Demonstrate the ability to convey information and ideas effectively, efficiently and persuasively through verbal, non-verbal, written and presented media.

Organizational Understanding

Leverage knowledge of internal and external organization structures, formal and informal networks and key influencers / decision-makers.

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

CollaborationDrive full alignment of members of PepsiCo, Bottler and Customer organization to deliver against a common, shared set of goals.

Builds relationships with others on team and at Customer. Understands and articulates the business goal in order to focus the team's efforts on delivering results.

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

Delivers information, analyses and strategies in a clear, time-sensitive and consistent manner, using appropriate written and verbal styles/media. Can develop and deliver strong selling stories and presentations.

Ensures all key constituents are aware / informed of key information, issues and potential problems, with supporting facts, potential outcomes and next steps. Delivers ideas 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 between inter-related elements of an issue. Can 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 confidently deliver information to and about other functional areas.

Fosters an environment of open, factual and direct communication, allowing others to convey information with confidence and clarity. Presents key issues and strategies to Senior Management (internal and external) at Top-to-Tops, Innovation and Growth Summits etc.

Identifies key decision-makers and influencers within PepsiCo / Customer / Bottler, across functions and levels. Routinely shares this learning with team, and incorporates 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, communication and negotiations. Identifies and 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 alignment. Facilitates direct functional linkage between Customers and PepsiCo.

Leads identification of critical changes at senior levels within Customer / Bottler organization and cascades that information internally. Similarly, communicates PepsiCo team/organization changes to relevant personally at Customer / Bottler.

Actively seeks to understand others' goals and needs, and looks for common points of agreement. Encourages and listens effectively to other points of view. Ensures critical 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. Fairly evaluates options and solutions 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 function and understand other functions 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 PepsiCo teams in conflict/crisis situation to create mutually beneficial outcomes for both organizations.

Understands individual and overall business goals and metrics. Actively demonstrates a desire to achieve results and deliver on goals. Routinely measures progress and is able to provide forecasts and updates against identified objectives.

ROI FocusStrong commitment to identify and deliver the best possible return on investment for PepsiCo while balancing our Company, Customer, and shopper needs.

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

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

Managing PrioritiesIdentify, rank and balance multiple, and often conflicting issues and goals to focus on those that are most critical, time-sensitive and have the highest return.

Demonstrates ability to manage and deliver critical internal and external priorities within functional area, while delivering quality work.

Creates individual and business goals, and routinely sets challenging / stretch goals. Demonstrates an understanding of the impact of individual success on team / PepsiCo / Customer business performance. Is highly self-motivated and actively seeks to identify opportunities to deliver results and growth.

Demonstrates significant ownership of individual and team results, and proactively identifies problems, elevates need for additional resources or input and provides solutions to address critical issues. Encourages and motivates team focus on goals and objectives and recognizes and rewards achievement of results.

Supports or leads objective setting/planning sessions across the sales team and other functional areas, achieving consensus and commitment. Actively engages with 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 resource (marketing, customer, supply chain, peers) when necessary.

Supports budget planning for Customer / Channel and takes ownership for delivering results within budget. Analyzes impact of previous spend (Promotions, trade terms, 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 rigorous planning, analysis, and tracking. 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-functional resources to actively identify opportunities to gain efficient returns and spending.

Create sense of accountability for delivering with budget and judicious use of PepsiCo funds. Makes sound short-term investments for long-term gain. Recognizes and rewards successful dedication and commitment to ROI management.

Understands basic financial drivers and KPI's (Revenue, Gross Margin, etc) of PepsiCo, Customer and Bottler, and how they relate to each other. Tracks KPI's on routine basis.

Has ability to calculate, articulate and incorporate financial drivers and KPI's in planning and selling process. Is held accountable for delivering basic financial KPI's of PepsiCo by Channel / Customer.

Takes active ownership of successfully planning and delivering PepsiCo's financial KPI's by Channel / Customer. Engage with Customer / Bottler on financial planning and tracking.

Creates a joint understanding of financial success with Customers, routinely to address critical issues and find incremental opportunities. Creates, invests in or sponsors 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 and rewards adherence and delivery of financial plan.

Is able to manage, deliver and communicate multiple projects and tasks simultaneously. Prioritizes and stays focused on the right goals / tasks. Utilizes own time and that of others effectively.

Identifies goals or tasks with highest potential return or urgency, and focuses resources and efforts of self and others on them. Sets and communicates realistic expectations 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 on most valuable goals and tasks for PepsiCo and/or Customer. Engages and manages external resources when needed.

Leveraging Economic ModelsUnderstand 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.

Engages and leverages cross-functional resources and task-forces (Internally and externally) to drive financial results of PepsiCo / Customer / Bottler.

Sponsors and invests (resources, time, budgets etc) in systems and knowledge to support understanding and management of Customer / Bottler operations and profitability.

Taking Calculated RisksProcesses best available information and evaluates all possible outcomes to select the optimal solution that balances risk versus reward.

Organizational Alignment

Identifies the appropriate authority and seeks consensus and approval when necessary before taking actions. Understands and follows organizational guidelines.

Operational Understanding

Leads and sets very clear business goals, objectives and priorities for multiple Channel / Customer teams. Communicates and creates accountability for these goals. Recognizes and rewards creative solutions and ideas that foster better planning or time management.

Actively seeks opportunities to learn and gain expertise on specific components of PepsiCo / Customer / Bottler operations and profitability. Routinely shares this learning 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 development of ideas and solutions that address / drive value and profitability.

Considers multiple information sources when making decisions. Possesses ability to quantify / forecast impact of decisions, actions or recommendations made to PepsiCo and Customer.

Rationally weighs different scenarios and evaluates impact on Consumer / Shopper. Engages with internal and external constituents to explore solutions to drive growth and factually evaluates implications.

Courageously leads critical / risky decisions and actions with significant upside for PepsiCo and Customer. Leverages all available facts and resources with sound judgment 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 incorporate into decision-making process. Is able to 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 significantly higher than the present. Thinks beyond the obvious solutions and horizons.

Leverage knowledge, experience, facts and relationships to gain and communicate buy-in and approval of all key constituents in the organization (PepsiCo, Bottler and Customer).

Communicates and creates awareness of key issues, updates and events. Ensures all relevant parties are involved and supports them with necessary facts. Gains support 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 sponsors, alliances and coaches internally and 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 obtains commitment and support. Resolves conflict by directing focus on common goal and mutual benefit.

Fosters an environment of consensus versus authoritative decision-making. Champions partnerships with Customers to facilitate alignment on key organizational strategies and plans.

Demonstrate and apply knowledge of how PepsiCo's products are manufactured and supplied to Customers, as well as how Customers operate their business.

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

Competitive SpiritExemplify 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 seeks to achieve it.

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

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 PepsiCo's policies and standards.

Has fundamental understanding of different roles, functions and challenges (internal and external) involved in selling, delivering and merchandising PepsiCo's products. Makes routine store /market visits.

Proactively seeks and leverages opportunities to enhance learning and understanding of PepsiCo and Customer operations (visiting manufacturing facilities etc), even when not directly related to specific work area.

Seeks opportunities to participate in projects / task-forces that impact delivery or store operations. Leverages knowledge in building more viable and profitable plans with Customers.

Creates opportunities for wide-spread learning and application of operational levers and KPI's in the selling process. Facilitates and ensures teams are engaged in routine store visits.

Perseveres through difficult challenges and remains focused on goals. Is motivated by the thrill of success, and works accordingly. Demonstrates commitment to beating 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. Sets challenging individual and team stretch 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 line personnel in contests and front line results)

Ignites competitive spirit for one's self and the entire team. Intense unwavering focus on succeeding versus the close in and broader competitive arena. Celebrates competitive achievements across the entire organization.

Recognizes the need of gaining support and consensus and is able to identify main decision-makers. Leverages compelling facts to support arguments and recommendations.

Proactively listens and identifies common needs and goals. Seeks out those who have influence over / impact key decisions, and share critical and compelling facts, benefits 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 discussions are productive and quick alignment is gained.

Leverages formal and informal networks to gain support. Leads discussions / development of outcomes that are mutually advantageous, in order to gain cooperation, overcome objections and drive business objectives.

Builds powerful networks within and outside the company. Systematically approaches key people prior to key meetings/decision points to understand their needs and gauge their positions.

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

Fosters an environment of open, candid and direct sharing of information within team. Leads team in a factual, fair and direct manner, even in difficult or complex situations.

Serves as a positive role model by establishing standards of doing business. Does not compromise personal and team obligations, commitments, and ethics.

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

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

Takes ownership and accountability for PepsiCo's business and success with the Customer. Demonstrates perseverance, passion and creativity in driving performance.

Optimizes the companies resources and investments in the most effective way to drive results. Strong linkage between personal commitment and business results.

Makes people proud to be part of the company by demonstrating high personal standards. Makes decisions based on what is best for the organization, rather than personal gain.

Has solid grasp of functional area in order to recognize and uncover potential challenges and barriers to success of the plan. Addresses or solves problems in a timely manner.

Takes initiative to anticipate needs, challenges and events that could impact the team / plan. Makes strong effort to communicate concerns and evaluate possible solutions internally and externally.

Demonstrates significant skill in seeing the 'big picture'. Leverages past experience (personal or that of others) to steer the group (PepsiCo and Customer) to take appropriate actions before events happen.

Anticipates external environmental changes (Consumer, Shopper, Competition, Channel etc) and forecasts their impact to PepsiCo and Customer. Takes proactive 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. Creates a vision for the future. Influences and inspires others to seek and predict Customer and Shopper needs and engage.

Takes pride in working for PepsiCo and on specific Channel / Customer. Feels responsible for impacting the delivery and success of plans, work and relationship with Customer.

Transfers personal ownership to others through empowerment. Feels accountable for shaping and sustaining PepsiCo's reputation with the Customer and in the marketplace / industry.

Is personally tied to the company's future and strategic positioning of PepsiCo with the Customer. Invests personal credibility with the team and Customer to overcome obstacles.

Trust and Credibility

Active Listening

Integrating Insights

Confident Communication

Tick box if level

achieved

Tick box if level

achieved

Tick box if level

achieved

Organizational Understanding

Collaboration

Results-Driven

Tick box if level

achieved

Tick box if level

achieved

Tick box if level

achieved

Tick box if level

achieved

ROI Focus

Financial Acumen

Managing Priorities

Tick box if level

achieved

Tick box if level

achieved

Tick box if level

achieved

Leveraging Economic Models

Taking Calculated Risks

Organizational Alignment

Operational Understanding

Tick box if level

achieved

Tick box if level

achieved

Tick box if level

achieved

Competitive Spirit

Influence Management

Always with Integrity

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achieved

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achieved

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achieved

Tick box if level

achieved

Proactive Thinking

Entrepreneurial Drive

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achieved

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achieved

account management input

Documents