1. PepsiCo & Stakeholder Engagement Enhancing Enterprise Value
Presenters:
Bob Knott,
Senior Managing Director
Mitzi Emrich,
Managing Director
November 2012

2. Critical Thinking At The Critical Time
FTI Consulting is a global business advisory firm that provides multidisciplinary solutions that help clients address complex business opportunities and challenges. 20 40 60 80
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DEPTH
EXPERTISE
TRUSTED
We are 3,800 trusted advisors with diverse expertise and exceptional credentials serving clients globally
Our breadth and depth extends across every social, political, and economic hub across the globe
We combine unparalleled expertise and industry knowledge to address challenges to enterprise value

3. Our Global Network
Broad global reach encompassing approximately strategic communications experts and a total of 3,800 business consultants in 23 countries around the world
Proven ability to manage global issues with local expertise

4. The PepsiCo Team
The FTI PepsiCo team will be staffed with an integrated team of experienced professionals who focus on the food and beverage industry.
Bob Knott
Program Director
Beth Saunders
Strategic Counsel
Jeannine Dowling
Mgr., Stakeholder Engagement
John Watts
Mgr., Stakeholder Identification & Mapping
Mitzi Emrich
Online Engagement
Linda Mayer
Jocelyn Landau
Sacha Mohabeer
Anshula Ahluwalia
Jeremy Ruch
Adam Sopko

5. Helping Brand And Market Leaders Advance Their Businesses
Reinforced the company’s market leadership and reputation, despite the commoditization sweeping the insurance industry, while raising its profile as a leading advocate for the economic wellbeing of America’s middle class.
Communicated transformation and long-term strategy to position the company as a leader in science and innovation.
Created an engagement strategy to help deepen stakeholder’s commitment and belief to its new CEO’s Vision 2020.
Managed the communications surrounding the explosion of its Deepwater Horizon rig, widely characterized as the BP Oil Spill, including the engagement of various internal and external stakeholders regarding the company’s ongoing operations.
Created a grassroots strategy that engaged consumers to combat pending state and federal legislation that would adversely affect the company’s corporate strategy.
Worked with executive management to raise visibility in the US and create a new positioning theme. Facilitated introductions between Tata executives to develop US-based relationships.

6. Our Unique Approach: Enhancing Enterprise Value
FTI is uniquely capable of developing and implementing communication campaigns that enhance and protect a company’s enterprise value.
Our approach emphasizes the effective engagement of employees, customers, governmental publics and third parties, in addition to investors, analysts and other members of the financial community — a diversity of essential stakeholders we are uniformly adept at reaching and influencing.
Through the use of unified messages that resonate with each of these stakeholders, as well as a coordinated approach to communications, FTI not only enables companies to achieve committed workforces, reputational leadership and an increased license to operate, but also an optimal valuation of their stock.
Engaged Leadership,
Committed
Workforce
Reputational
Leadership with
Opinion Leaders
and Partners
License to
Operate with Public and Regulators
Optimal Valuation in Capital Markets

7. Our Approach: How It Works
Thoughtfully consider and internalize management’s plans
Analysts echo PepsiCo views
Attract / retain desired investor base
Provide “time” when needed, based on belief in management
Behaviors
Engaged Leadership,
Committed
Workforce
Reputational
Leadership with
Opinion Leaders
and Partners
Operate with Public and Regulators
License to
Optimal Valuation in Capital Markets
Behaviors
Commitment to company
Productivity
Company ambassadorship / active articulation of PepsiCo’s perspective
Articulate the economic importance of PepsiCo and the industry
Acknowledge PepsiCo’s contributions / leadership
Listen to and incorporate PepsiCo views
Refrain from or amend restrictive laws / regulations
Behaviors
Behaviors
Constructively engage with PepsiCo in public forums
Cite or refer to PepsiCo and PepsiCo experts’ views positively
Understand and internalize all of PepsiCo’s strategic directions

8. Understanding PepsiCo’s Objectives
Develop a comprehensive influencer engagement strategy and program that will:
Increase the credibility and resonance of PepsiCo’s near and long-term business strategy
Educate and increase understanding of PepsiCo’s position around key issues
Ensure the perception of PepsiCo’s past and present trajectory is validated and amplified
This program will operationalize PepsiCo’s strategic goals:
Brand Building
Innovation
Execution
Productivity
Return to Shareholders

9. Attitudes and opinions in the U.S. of the food and beverage industry

10. Questions Consumers Are Asking
Packaged food used to be a convenience that was simply enjoyed. Now it’s a loaded gun. Questions and concerns have created a series of global trends that impact the reputations – and bottom lines – of food companies operating in an increasingly complex environment.

11. Understanding The Industry and External Pressures
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12. Title Needed
Big Corn Corp
Regulators, health professionals and industry leaders have become more focused on calories from beverages and processed foods.
Obesity Influences the Dialogue
Social Media is Mainstream Media
Conversations and content about nutrition, health and food products are amplified through the food community, creating an echo chamber.
Consumers are passionate about their food choices and about the companies they buy from
The Rise of the “Corp-sumer”

13. Title Needed
A New Issue Import/Export Dynamic
“Global” Thinking and Doing is a Must
Old paradigm of food issues being limited to developed markets and by geographic boundaries has changed.
From obesity to food ingredients, sustainability to food safety, food security to commodities pricing, food issues dominate our global and local food dialogues, and shape the way companies and industries enter new markets and do business in those markets.
User Networks to Create
Social Currency
Creating a unique presence on the niche social networks that are important to key audiences helps build credibility and trust.

14. How Others In the Industry Are Reacting to the Landscape
From Candy to Innovation: With the world’s cocoa supply at risk, concentrated primarily in West Africa and susceptible to disease, and stakeholders calling for support of impoverished cocoa farmers, Mars decided to take action. In mapping the cocoa genome, Mars was seen as a leader, bringing solutions to a delicate agricultural and economic problem.
More than Just Coffee: While suffering declining financial returns and an increasingly competitive market, Starbucks heralded the return of CEO Howard Schultz and highlighted its deep bench of talented executives by partnering its thought leaders with select stakeholders in a series of global conversations, securing the company’s corporate reputation as a leader in not just coffee, but in responsible capitalism, corporate citizenship and sustainability.
Thinking Local: In the wake of a series of crises over the sourcing and ingredients of products sold in its restaurants, Yum! launched a global program that tracked and anticipated food and nutrition-related issues and influencers, leading to many of its brands announcing reformulated products based on unique market demands around the world.
Healthy Food Initiative: After successfully demonstrating that sustainable products should not and do not need to cost more for its customers, Walmart brought those same principles to healthy foods. Declaring that no family should ever have to make a choice between foods they can afford and foods that are good for them, Walmart announced a program with Michelle Obama’s Let’s Move! that includes working with manufacturers to reformulate packaged goods, creating its own healthy foods seal, and lowering prices on fruits and vegetables. .

15. STAKEHOLDER IDENTIFICATION & MAPPING

16. PepsiCo’s Essential Stakeholders
Health Professionals
Financial Community
Governmental Publics
Key Opinion Makers
Bloggers, Citizen Journalists
News Media
Online Influencers

17. Stakeholder Mapping on Parallel Paths
Parallel paths address near-term opportunity and long-term, documentable results.
Immediately
Phase 1
Phase 2
ONLINE MAPPING .
RESEARCH-LEAD MAPPING
Identify Hot Spots
Manage brush fires
Identify the most vocal, credible and trusted sources
Reach out and engage the most vocal, credible and trusted sources
Manage and drive the conversation
Map stakeholders by current vs. desired attitudes and behaviors, influence, and impact on achievement of our business objectives
Develop plans for most vocal, influenceable, influential and valuable
Track success via measures of opinion, engagement and behavior

18. The Research-led Mapping Process
To facilitate effective engagement over the long-term, we take a structured approach to mapping stakeholders and design communications that drive engagement and behavior.
PLAN OBJECTIVES
Design “backwards” from the themes and message we wish to establish.
IDENTIFY
ID stakeholder groups, critical sub-segments
MEASURE
Develop measurement relative to influence and perceptions across groups
MAP
Map stakeholders based on influence and perception.
ANALYZE
Plan strategies and tactics using each groups specific attitudes and behaviors.
ADDRESS ISSUES
Plan “special weapons and tactics” to address unique situations and opportunities.

19. The Research-led Mapping Process
PLAN OBJECTIVES
IDENTIFY
MEASURE
MAP
ANALYZE
STRATEGY CREATION
While PepsiCo has clear strategic vision and initially-identified stakeholders, a research-driven approach will ensure we know precisely “who” needs to hear “what” and “how.”
The objectives developed in this stage will operationalize PepsiCo’s strategic goals:
Brand Building
Innovation
Productivity
Execution
Return to Shareholders

20. The Research-led Mapping Process
PLAN OBJECTIVES
IDENTIFY
MEASURE
MAP
ANALYZE
STRATEGY CREATION
Ability to Influence
Level of Engagement
The resulting stakeholder map provides a holistic view of your messaging landscape, along with strategic and tactical insights.
Certain “loud voices” may be unmovable, and require development of credible surrogates more likely to support PepsiCo while we identify the key advocates we need to continue to engage.

21. The Research-led Mapping Process
PLAN OBJECTIVES
IDENTIFY
MEASURE
MAP
ANALYZE
STRATEGY CREATION
At the top of the pyramid, special strategies are often required.
Focusing on “the” issue of most interest to the individual is both possible and critical.
Whether due to beliefs, position or role, some can be intractable and immovable, requiring development of other equally credible individuals to articulate “your” view.
Engagement & Influence

22. The Research-led Mapping Process
Key Opinion Leaders
frame and lead the debate. They are informed, vocal and have an impact beyond their own group.
Broader Opinion Elites
have an interest in the issue and a degree of influence in its outcome. They can play a more active role if engaged.
Informed Influencers
are able to influence groups above but have no decision making capacity in official debates 20 40 60 80
100 20 40 60 80
100 20 40 60 80
100
100%
100%
100%

23. Digital Stakeholder Identification and Mapping
By mapping digital stakeholders, PepsiCo can identify online personalities who have the potential to become vocal online ambassadors for the company’s initiatives and designate an approach for activating them.
Digital Stakeholder Identification and Mapping
FTI’s Process for Digital Stakeholder Mapping
Engagement
Influence
Popularity
Trust
Measure Online Authority
Ensure Participation in Relevant Conversation
Uncover Shared Interests
Develop Opportunities for Partnership
Fooducate
Mom RN
TreeHugger
Jolly Tomato
SuperHealthyKids

24. Amplifying Messages Throughout the Food Community
Online conversation shapes media coverage, government action and consumer opinion –ultimately impacting a company’s bottom line. Conversations about the business and social impacts of food are shared and reverberate amongst a tight-knit group of stakeholders who are deeply connected to PepsiCo and its competitors, providing the opportunity to reach broad audiences by targeting a few key digital influencers.
Food Advocates & Enthusiasts
Food & Nutrition Experts
Consumers

25. Identifying Short-term Hotspots
A multi-stakeholder world means opinions are formed across diverse channels, a debate can start anywhere and new influencers can rise to prominence each day.
Navigating the complexity and engaging stakeholders in meaningful ways is critical to success, but PepsiCo must first start with the potential allies and influencers who are the most vocal, credible and trusted sources of information.
FTI will immediately leverage its global heat-mapping tool to identify and chart a course for engaging prime stakeholders early, securing initial wins that will help PepsiCo establish broader relationships in key communities.

26. STAKEHOLDER
ENGAGEMENT

27. Our Principles to Advance Engagement
Authentic engagement underlies all strategic alliance development efforts
Guided by Goals 1
Relationship Based 2
Connected to Strategy Outcomes 3

28. Our Principles to Advance Engagement2 4 6 8 10 1 2 3 4 5 6 7 8 9 10
9.5
Connected to Strategy Outcomes 2 4 6 8 10
9.5
Relationship Based 2 4 6 8 10
9.7
9.9
Guided by Goals
Overall Rating
Authentic engagement underlies all strategic alliance development efforts

29. Steps to Cultivating Stakeholders
Identify individuals’ attributes and commitment
Frame messages for individual
Engage stakeholders
Measure results in real time
Respond accordingly

30. Build Relationships with Potential Advocates
Incentivize with insights and unique experiences Build proactive and offline relationships by giving stakeholders exclusive and advanced access to products, internal experts, tools and programs before they are launched. Leverage partnerships with reputable offline groups to promote the progress of PepsiCo’s initiatives and help stakeholders understand the company’s relationships with credible groups. Provide regular comments on news and issues core to PepsiCo’s business, offering a unique and reliable perspective on prominent issues.
Take the lead in making the issues accessible
Educate diverse audiences with engaging information in the form of videos, interactive infographics and other multimedia to share perspectives and messages unique to PepsiCo.
Have a presence where your advocates spend their time

31. Using Mapping to Guide Strategy and Tactics
Once the identification process is complete, stakeholders will be mapped against “influence” and “level of engagement” to guide decisions on strategic communications tactics.

32. Contact Management
Contact detail: store typical contact information (address, phone, , etc.).
Custom fields: create limitless data points to categorize contacts; store additional relevant info; page view can be collapsed for accessibility.
Tracking & ownership: assign contact owner, monitor when record created or last updated.

33. PERFORMANCE
METRICS

34. Our programs center around measurement
Our programs center around measurement. We will work in partnership with your team to create a shared vision of success at the outset of the program based on:
OUTPUTS
IMPACTS
OUTCOMES
Focus
FTI work products
Changed opinions, attitudes, beliefs / knowledge, “leading indicators”
Changed behavior
Tools
Project management / tracking tools, including contact tracking (e.g. via Salesforce or similar)
Periodic pulse checks via in-depth interviews among KOLs and other specialist groups,
Delphi panel responses,
Survey larger groups (public influentials, investors),
Media audits
Communications / contact tracking tools (e.g. Salesforce or similar)
Media audits / tracking including traditional and social channels, by influence
Regulatory filings / state and local codes
Examples
Activity tracking, by period and by key stakeholder group.
Examples:
# briefings / meetings
# contacts made
# site visits driven in
# articles placed citing key messages
# blog mentions citing key messages
1200
Volume and % favorable media coverage
Volume and % favorable social media discussion
% of message penetration, with or without PepsiCo attribution
% who know PepsiCo’s position
% hearing/believing messages
% with aligned views
# requests for information
# attending conferences / events
Volume and % actively articulating preferred views
# 3rd party endorsements
# (foreseen) unfavorable laws / regulations avoided or modified

35. Institutionalizing Relationships
Institutionalizing relationships between PepsiCo and its key influencers through a contact management system will help knowledge-sharing across the FTI and PepsiCo team as well as create a database of information to be used long-term, ultimately driving these relationships across the PepsiCo enterprise.

36. Biographies

37. Beth Saunders, Senior Managing Director
Elizabeth Saunders is a Senior Managing Director and Americas chairman of the FTI Strategic Communications practice and is based in Chicago. Ms. Saunders specializes in building best practices investor relations programs across a wide spectrum of clients. She also serves as senior counsel for business transformation assignments and has actively worked on post merger communications, CEO transitions, and restructurings for Fortune 500 Companies including The Coca-Cola Company and Dow Chemical. She has also worked extensively in the technology space with companies including Dell, Symantec and Juniper.
Prior to her role at FTI Consulting, Ms. Saunders co-founded Ashton Partners in 1997, a strategic advisory firm focused on financial communications. Ashton Partners was one of the country's top 15 independent investor relations firms. Prior to founding Ashton Partners, Ms. Saunders was the President and Chief Operating Officer of the investor relations consulting arm of Thomson Financial Services. Before this, she created and managed the Shareholder Services division of the Financial Relations Board. Earlier in her career, Ms. Saunders served as an analyst for Inland Steel’s Pension Fund and a senior analyst for Monticello Investments, a Chicago area merchant banking firm.

38. Bob Knott, Senior Managing Director
Bob Knott is a Senior Managing Director, FTI Consulting Strategic Communications practice, and leads the firm’s corporate communications practice throughout the Americas. An expert in organizational positioning, reputation and issues management, thought leadership and stakeholder identification, mapping and engagement, Mr. Knott has developed and executed integrated communications campaigns on behalf of Fortune 500 companies and trade associations in a diversity of sectors.
Prior to joining FTI Consulting, Mr. Knott was a global practice chairman and global client relationship manager at Edelman, where he managed many of the firm’s largest and most high profile client engagements. Mr. Knott managed the global launch of GE’s ecomagination, while overseeing Edelman’s worldwide work for the conglomerate.
At Edelman, Bob established the Field to Fork Survey Series—the firm’s annual study comparing and contrasting the attitudes of adult primary grocery shoppers nationwide and Washington DC-based opinion elites about the food they eat, its impact on society and the extent to which government should regulate it.

39. Jeannine Dowling, Managing Director
Jeannine Dowling is a senior member of FTI's Corporate Communications Practice and is based in New York. Jeannine has spent the last twenty years working with high profile global consumer products companies operating in highly regulated industries or highly publicized environments. She is a communications executive with tested experience in all communications environments from business to lifestyle. She specializes in reputation management, corporate positioning and stakeholder engagement. She effectively leverages multiple communications channels on a global platform to enhance corporate reputation and brand heritage and promote both top and bottom line growth.
Prior to joining FTI, Jeannine was Senior Vice President of Corporate Affairs for Diageo NA., the largest beer, wine and spirits company in the world. At Diageo Jeannine led a multidisciplinary team responsible for the organization's brand and corporate communications. Jeannine has a wealth of front-line experience in managing the daunting regulatory, legislative and social policy challenges inherent in the beverage alcohol industry in the US. Before joining Diageo, Jeannine was a Vice President in Government Affairs for New York Life Insurance Company, and served as Director of Public Affairs at Philip Morris (now Altria).

40. Mitzi Emrich, Managing Director
With more than 12 years in strategic communications and an expertise in social media, Mitzi Emrich has helped Fortune 100 clients from the health and retail sectors develop and integrate social media strategies into corporate communications and marketing initiatives aimed at consumers, influencers, and decision-makers. At FTI Consulting, Mitzi leads a team of digital strategists dedicated to helping clients protect and bolster their reputations in the digital space and build online experiences for social communities.
During her career, Mitzi has focused on several food and nutrition clients. Having led the digital communications effort for Walmart and Sam’s Club, she helped the companies connect with stakeholders online through multi-channel tactics including social business strategy, blogger relations, social network engagement, website development and conversation analysis; as part of her work for Walmart, Mitzi supported the company during the development and launch of its groundbreaking Healthy Food Initiative with First Lady Michelle Obama.
Prior to joining FTI Consulting, Mitzi served as a Senior Vice President—Group Head at Edelman Public Relations and she previously worked as a lobbyist and grassroots organizer for the Sierra Club in Washington, DC.

41. John Watts, Managing Director
John Stuart Watts is a Managing Director in FTI’s Strategic Communications Practice, where he leads Research and Strategy work focused on Corporate Communications. The group offers full-service research services, including the design, management and analysis of research using a full suite of data gathering and advanced analytical and modeling tools. John’s personal focus is on the application of these tools to business strategy, corporate communications, reputation and brand, and customer experience. John joined FTI with 20+ years experience in market research, strategic consulting and teaching/research in the world’s top business schools.
His previous experience includes serving as a Managing Director at Vivaldi Partners. Earlier, he was a Senior Vice President and Global Managing Director at the Opinion Research Corporation, a leading primary research house, reporting to the CEO and overseeing the firm’s Value Based Marketing and Decision Science practices. As ORC’s Global Managing Director for Decision Sciences, John oversaw the design, analysis, supervision and delivery of numerous studies including brand, customer experience and decision processes, market segmentation, market size, product features and pricing. John has also served as a Senior Manager in the Strategy, Telecommunications and High Technology practices at Ernst & Young Consulting, Accenture and PRTM, and as an independent consultant.

42. Jocelyn Landau, Senior Director
Jocelyn Landau is a Senior Director in the Strategic Communications Practice of FTI Consulting, based in New York City. Jocelyn has over nine years of experience in communications and research, specializing in public affairs, healthcare/life sciences and energy.
Jocelyn has extensive experience in survey research, message testing, marketing, communications strategy and campaigns, as well as rigorous training in quantitative and qualitative research methods. She has conducted numerous telephone and online polls covering a range of issues in politics, policy and healthcare. Jocelyn is currently engaged in a variety of strategic consulting projects, including reputation management, market segmentation, industry thought leadership, stakeholder perception audits, brand and customer experience improvement, coalition building and growth strategy.

43. Linda Mayer, Senior Director
Linda Mayer is a Senior Director in the FTI Consulting Corporate Communications practice and is based in New York. She leverages her expertise in communications, public affairs and reputation management on behalf of Health Care & Life Sciences clients. For more than two decades, Linda has provided counsel and successfully executed internal and external communications on behalf of Fortune 500 companies with brands that are household names.
Linda has held senior communications positions at some of the world’s leading global health care and consumer packaged goods companies such as Merck, Pfizer/Wyeth, Cadbury and Johnson & Johnson. Her experience includes corporate branding, employee engagement, media relations, product communications, reputation management, crisis/issues management, executive positioning, corporate social responsibility and advocacy. Linda joined from Merck, where she was a senior consultant to the Global Human Health team supporting corporate, executive, employee and product communications.

44. Anshula Ahluwalia, Director
Anshula Ahluwalia is a Director in the Chicago office of FTI Consulting. She is responsible for strategic planning and timely execution of communications programs, including corporate reputation management , thought leadership, media relations and training, executive visibility and crisis communications for clients such as American Society of Anesthesiologists, OfficeMax, Career Education Corporation and Insurance Auto Auctions, and serves as a point of contact for client communications. 
Prior to this, she has held several positions with Ogilvy Public Relations in Chicago where she managed corporate reputation (internal and external) and thought leadership campaigns for CDW Corporation, a leading provider of technology products and services, COUNTRY Financial, a provider of insurance and financial services, McDonald’s Corporation, Grant Thornton and Hudson Highland Group. Anshula supported McDonald’s in a change management and employee communications campaign for a cost management initiative, designed to help the company save $20 million over a period of three years. She developed strategic positioning communications, including business case and messaging, that helped sell-in the value and benefits of the program to executive leadership, as well as supported development and execution of franchisee and employee communications strategy to inform and align the groups in support of the initiative

45. Sacha Mohabeer, Senior Consultant
Sacha joined FTI Consulting Strategic Communications in 2008 and has had roles in Social Media engagement and implementation, as well as Online Engagement and Planning, and Client Services, working with clients such as Forex.com, Wyndham Worldwide, and Duane Reade. 
She was a part of a team that managed Diageo's successful public affairs campaign, AxeTaxesNotJobs.com, a campaign to stop tax hikes on alcohol. Sacha has also worked with The Coca Cola Company in developing their internal social media guidelines and certification program for employees.
Her expertise is in developing, managing and implementing online creative strategy and social media initiatives across each of the sectors. Sacha is also well-versed in social media strategy and platforms in regions across the world, having spent time working with clients and also providing Social Media training for consultants in our FTI SC Brussels, London and Bogotá offices.