Pepsi is vastly superior in terms of size and financial strength. Additionally, they would represent the vast majority of COC's sales volume. For COC, a strategic alliance with Pepsi may hold appeal as it would allow them to continue to build their company by giving them the financial strength to meet the needs of other customers. For Pepsi, a strategic alliance would have little benefit in terms of operations.

Enrico knew that, and therefore could rest assured that even when faced with a complete reorganization, his employees would accept the circumstances under which they would have to toil, and would, in the long run, excel! Pepsico had a reputation for making essential decisions quickly and Roger knew that in order to maintain, and enhance that reputation a consolidation would have to take place. Currently, some of the decisions that had

Bottled portable water was not a significant product in the beverage industry in the US two decades ago. The industry was dominated and controlled by such giants as Groupe Danone SA’s Evian and Nestle SA’s Perrier. By 2002, the industry was worth $3.5 billion. In 1997, Pepsi made attempts to join the bottled water market. Some of the efforts included buying a spring water company and a shot at selling

Introduction The identification, development, and retention of high-potential employees is one of the most important areas of research in industrial-organizational (I-O) psychology. Whereas the vast majority of the workforce will perform in ways that do promote organizational goals, the top performers in any organization are those that provide the firm with its competitive advantage. On the contrary, organizations that do not actively seek to identify, develop, and retain high-potential employees stand

" (McKinsey & Company and CECP, 2008, p.3) Fine, Kirkpatrick, Parker, and Watson (2008) in the work entitled: "Social Media: Philanthropy in a Connected World" states that today's companies can no longer "ignore the influence of social media and the opportunity to "deepen engagement with employees and customers alike through philanthropy efforts capitalizing on new media channels." (p.5) Fine, Kirkpatrick, Parker, and Watson (2008) additionally state that some companies have "already

Transformational leadership is a leadership style that inherently aligns itself with Christian values, even when it is practiced in a secular setting or organizational context (Scarborough, n.d.). Defined by the leader’s strength of character and willingness to engage in distributive power and mutually support frameworks, transformational leadership is not about authority or control but about cultivating an ethical vision and inspiring others to share or buy into that vision with