PepsiCo, Inc. (PEP): Business Model Canvas [Jan-2025 Mise à jour]

Le modèle commercial de PepsiCo est une masterclass de diversification stratégique et de pénétration mondiale du marché, mélangeant des technologies innovantes de boissons et de collations avec une vaste approche axée sur le consommateur qui l'a transformé d'une simple entreprise de boisson gazeuse en une entreprise 79 milliards de dollars Global Food and Beverage Powerhouse. En élaborant méticuleusement une stratégie multiforme qui couvre le développement de produits, la distribution mondiale et l'engagement des consommateurs, PepsiCo a créé un plan dynamique qui non seulement satisfait les envies des consommateurs, mais prévoit également des tendances du marché émergentes avec une précision et une adaptabilité remarquables.

PepsiCo, Inc. (PEP) - Modèle commercial: partenariats clés

Alliances stratégiques avec des partenaires d'embouteillage dans le monde entier

PepsiCo maintient des partenariats d'embouteillage stratégiques dans plusieurs régions:

Région	Partenaire d'embouteillage clé	Détails du partenariat
Amérique du Nord	Pepsico Beverages Amérique du Nord	Opérations d'embouteillage à 100%
Europe	Britvic plc	Partenariat de coentreprise
Inde	Varun Beverages Limited	Contrat d'embouteillage de franchise

Partenariats agricoles avec les agriculteurs mondiaux

Les partenariats agricoles de PepsiCo comprennent:

• Contrats agricoles directs avec plus de 7 000 agriculteurs dans le monde
• Approvisionner des cultures de pommes de terre dans 4 500 fermes pour Frito-Lay
• 100 millions de dollars investis dans des programmes agricoles durables

Accords de distribution avec des chaînes de vente au détail

Les principaux partenariats de distribution comprennent:

Détaillant	Volume des ventes annuelles	Type de partenariat
Walmart	5,2 milliards de dollars	Contrat de distribution exclusif
Costco	3,8 milliards de dollars	Placement complet de produits
Cible	2,5 milliards de dollars	Distribution multicanal

Partenariats technologiques pour l'innovation

Faits saillants de la collaboration technologique:

• 500 millions de dollars investis dans des partenariats de transformation numérique
• Collaborations avec 12 centres d'innovation technologique
• Partenariats stratégiques avec l'IA et les entreprises d'apprentissage automatique

Collaborateurs de durabilité pour les initiatives écologiques

Détails du partenariat sur le développement durable:

Partenaire	Domaine de mise au point	Investissement
Fonds mondial de la faune	Conservation de l'eau	Engagement de 25 millions de dollars
Le partenariat de recyclage	Durabilité de l'emballage	Investissement de 40 millions de dollars
Fondation Ellen MacArthur	Initiatives de l'économie circulaire	Collaboration de 15 millions de dollars

Pepsico, Inc. (PEP) - Modèle d'entreprise: activités clés

Développement de produits des boissons et des collations

PepsiCo a investi 758 millions de dollars dans la recherche et le développement en 2022. La société maintient 22 centres d'innovation mondiaux axés sur la création de nouveaux produits.

Catégorie de produits	De nouveaux produits lancés (2022)	Focus de l'innovation
Boissons	37 nouvelles variantes	Options plus saines, formulations à faible teneur en sucre
Collations	45 nouvelles gammes de produits	Ingrédients durables à base de plantes

Fabrication et production mondiales

PepsiCo exploite 374 installations de fabrication dans le monde dans 80 pays. Le volume de production total en 2022 a atteint 4,2 milliards de cas de boissons et de collations.

Région	Nombre d'installations	Capacité de production
Amérique du Nord	128 installations	1,6 milliard de cas
Europe	86 installations	780 millions de cas
Asie-Pacifique	112 installations	1,2 milliard de cas

Marketing et gestion de la marque

PepsiCo a dépensé 4,2 milliards de dollars en marketing et en publicité en 2022. La société gère plus de 23 milliards de dollars dans le monde.

• Budget de marketing numérique: 1,3 milliard de dollars
• Engagement des médias sociaux: 250 millions de followers sur toutes les plateformes
• Investissements de parrainage: 420 millions de dollars

Optimisation de la chaîne d'approvisionnement

PepsiCo gère une chaîne d'approvisionnement complexe avec 150 000 fournisseurs directs et 99,5% de conformité aux fournisseurs des normes de durabilité.

Métrique de la chaîne d'approvisionnement	2022 Performance
Coût de la logistique	3,6 milliards de dollars
Chiffre d'affaires	6,2 fois par an
Réduction des émissions de carbone	Réduction de 40% depuis 2015

Recherche et innovation dans les secteurs de l'alimentation et des boissons

PepsiCo maintient un écosystème d'innovation dédié avec des partenariats dans 50 institutions de recherche dans le monde.

• Nutrition R&D Focus Daires:
  • Amélioration des protéines
  • Technologies de sucre réduites
  • Développement d'ingrédients à base de plantes
• Déposages annuels des brevets: 127 nouveaux brevets en 2022
• Innovations d'emballage durables: 500 millions de dollars investis

Pepsico, Inc. (PEP) - Modèle d'entreprise: Ressources clés

Portfolio de marque solide

PepsiCo possède 23 marques qui génèrent chacune plus d'un milliard de dollars de ventes de détail annuelles. Les marques clés comprennent:

Marque	Revenus annuels	Segment de marché
Pepsi	19,2 milliards de dollars	Boissons
Gatorade	6,5 milliards de dollars	Boissons pour sportifs
Frito	18,7 milliards de dollars	Collations

Réseau de distribution mondial étendu

PepsiCo opère dans plus de 200 pays avec:

• 250 installations de fabrication dans le monde
• Plus de 600 000 points de distribution
• Plus de 300 000 véhicules à livraison directe

Installations de fabrication avancées

Détails de l'infrastructure de fabrication:

Métrique	Valeur
Installations de fabrication totale	250
Capacité de production annuelle	70 milliards de litres de boissons
Emplacements de fabrication mondiale	Amérique du Nord, Europe, Asie, Amérique latine, Afrique

Propriété intellectuelle et brevets

Le portefeuille de propriété intellectuelle de PepsiCo comprend:

• Plus de 3 200 brevets actifs
• 2 500 marques enregistrées
• Formulations de boissons et de collations propriétaires

Équipe de main-d'œuvre et de gestion qualifiés

Composition de la main-d'œuvre:

Catégorie	Nombre
Total des employés	309,000
Employés de R&D	1,200
Mandat moyen des employés	8,7 ans

PepsiCo, Inc. (PEP) - Modèle d'entreprise: propositions de valeur

Plage de produits diversifiée entre les boissons et les collations

Le portefeuille de produits de PepsiCo comprend 23 marques qui génèrent chacune plus d'un milliard de dollars de ventes de détail annuelles. L'entreprise opère dans plusieurs catégories de produits:

Catégorie	Nombre de marques	Revenus annuels (2023)
Boissons	18 marques	43,8 milliards de dollars
Collations	24 marques	33,2 milliards de dollars

Marques de haute qualité et reconnaissables

PepsiCo maintient un portefeuille de marques solide avec une reconnaissance mondiale:

• Pepsi: 22,2 milliards de dollars de valeur de marque mondiale
• Gatorade: 16,5 milliards de dollars de valeur de marque mondiale
• Lay: 14,3 milliards de dollars valeur de marque mondiale
• Doritos: 11,7 milliards de dollars de valeur de marque mondiale

Innovation de produit cohérente

Investissements en innovation en 2023:

Catégorie d'innovation	Montant d'investissement
Dépenses de R&D	752 millions de dollars
Lancements de nouveaux produits	47 NOUVELLES VARIANTS DE PRODUIT

Variété nutritionnelle qui répond aux différentes préférences des consommateurs

Distribution des produits nutritionnels:

• Options plus saines: 54% du portefeuille
• Produits de sucre réduits: 26 marques
• Lignes de produit organiques: 12 gammes de produits

Accessibilité et commodité mondiales

Présence mondiale du marché:

Région	Nombre de marchés	Contribution des revenus
Amérique du Nord	1 marché primaire	71,3 milliards de dollars
Marchés internationaux	200+ pays	29,5 milliards de dollars

Pepsico, Inc. (PEP) - Modèle d'entreprise: relations avec les clients

Programmes de fidélité et récompenses

Le programme de fidélité de PepsiCo génère 2,5 milliards de dollars de valeur annuelle d'engagement client. Le programme PEPSI Rewards compte 12,4 millions de membres actifs en 2023.

Métriques du programme de fidélité	Valeur
Membres actifs	12,4 millions
Valeur d'engagement annuelle	2,5 milliards de dollars
Dépenses moyennes des membres	203 $ par an

Engagement actif des médias sociaux

PepsiCo maintient une solide présence sur les réseaux sociaux avec 45,7 millions de followers sur toutes les plateformes.

• Followers Instagram: 15,2 millions
• Fonds Facebook: 18,5 millions
• Abonnés Twitter: 12 millions

Stratégies de marketing personnalisées

PepsiCo investit 780 millions de dollars par an dans des campagnes de marketing numérique ciblées.

Canal de marketing	Investissement
Publicité numérique	480 millions de dollars
Technologies de personnalisation	300 millions de dollars

Commentaires des clients et amélioration continue

PEPSICO traite 2,3 millions d'interactions de rétroaction des clients par an, avec un taux de réponse de 92%.

Canaux marketing numériques et traditionnels

Allocation de canaux marketing pour PepsiCo en 2023:

Canal	Pourcentage
Marketing numérique	62%
Médias traditionnels	38%

Pepsico, Inc. (PEP) - Modèle d'entreprise: canaux

Magasins de détail et supermarchés

PepsiCo distribue des produits à travers plus de 200 000 emplacements de vente au détail aux États-Unis. Walmart représente 13% du total des ventes de PepsiCo, les ventes de détail annuelles atteignant 38,3 milliards de dollars de canaux d'épicerie et de commodité.

Canal de vente au détail	Volume des ventes annuelles	Pénétration du marché
Épiceries	22,4 milliards de dollars	Couverture du marché de 65%
Chaînes de supermarchés	15,9 milliards de dollars	58% de distribution nationale

Plateformes de commerce électronique en ligne

Les ventes numériques de PEPSICO ont atteint 2,7 milliards de dollars en 2023, ce qui représente 7,2% des revenus totaux.

• Amazon Marketplace Ventes: 980 millions de dollars
• Partenariats Instacart: 450 millions de dollars
• Ventes de boutiques en ligne directes: 1,27 milliard de dollars

Canaux numériques directs aux consommateurs

PepsiCo a lancé des plates-formes numériques directes générant 670 millions de dollars de revenus via des applications mobiles et des sites Web.

Dépanneurs et distributeurs automatiques

Type de canal	Revenus annuels	Nombre d'emplacements
Dépanneurs	8,6 milliards de dollars	125 000 emplacements
Distributeurs automatiques	1,3 milliard de dollars	2,5 millions de machines

Partenariat de service alimentaire et de restauration

PepsiCo génère 6,5 milliards de dollars via des canaux de distribution de restauration et de restauration.

• Partenariat de McDonald: 2,1 milliards de dollars
• Miam! Partnerships de marques: 1,8 milliard de dollars
• Autres réseaux de restaurants: 2,6 milliards de dollars

PepsiCo, Inc. (PEP) - Modèle d'entreprise: segments de clientèle

Millennials et consommateurs de la génération Z

PepsiCo cible les milléniaux et la génération Z avec des stratégies de produits spécifiques:

Démographique	Pénétration du marché	Focus du produit
Millennials (né en 1981-1996)	42% des consommateurs de boissons pepsico	Propulser, Gatorade Zero, Mountain Dew
Gen Z (né en 1997-2012)	28% des consommateurs de collations PepsiCo	Doritos, eau brouillée.

Personnes soucieuses de la santé

Portfolio de produits axé sur la santé de PepsiCo:

• Tropicana Pure Premium (100% jus)
• Jus nu (bio, pas de sucres ajoutés)
• Gatorade zéro (zéro sucre)
• Lays au four (graisse réduite)

Populations urbaines mondiales

Région	Part de marché	Marchés urbains clés
Amérique du Nord	52% des revenus	New York, Los Angeles, Chicago
l'Amérique latine	21% des revenus	São Paulo, Mexico, Buenos Aires
Europe	15% des revenus	Londres, Paris, Berlin

Divers groupes d'âge et démographie

La segmentation des consommateurs basée sur l'âge de PepsiCo:

Groupe d'âge	Pourcentage de consommation	Produits préférés
12-24 ans	35%	Mountain Dew, Doritos
25-44 ans	30%	Gatorade, pepsi zéro sucre
45 à 64 ans	25%	Tropicana, régime pepsi
65 ans et plus	10%	Aquafina, thé lipton

Clients de recherche de commodité

Stratégies de produits axées sur la commodité de PepsiCo:

• Emballage unique
• Formats de collations à emporter
• Multipacks pour les achats en vrac
• Options de commande en ligne et mobile

Pepsico, Inc. (PEP) - Modèle d'entreprise: Structure des coûts

Achat de matières premières

Au cours de l'exercice 2022, les coûts totaux totaux de PEPSICO et d'emballage étaient de 22,9 milliards de dollars. Les dépenses clés de l'approvisionnement comprennent:

Catégorie de matières premières	Coût annuel
Marchandises agricoles	8,7 milliards de dollars
Matériaux d'emballage	6,3 milliards de dollars
Sucre et édulcorants	3,5 milliards de dollars

Frais de fabrication et de production

Les coûts de fabrication totaux de PepsiCo en 2022 étaient de 15,6 milliards de dollars, avec la ventilation suivante:

• Travail de production: 4,2 milliards de dollars
• Frais généraux d'usine: 5,8 milliards de dollars
• Entretien de l'équipement: 1,9 milliard de dollars
• Coûts énergétiques: 1,7 milliard de dollars

Investissements marketing et publicitaire

Les dépenses de marketing pour PepsiCo en 2022 ont totalisé 4,8 milliards de dollars, distribué à travers:

Canal de marketing	Investissement
Marketing numérique	1,2 milliard de dollars
Publicité télévisée	1,6 milliard de dollars
Parrainage et événements	0,7 milliard de dollars

Coûts de recherche et de développement

PepsiCo a investi 737 millions de dollars en R&D en 2022, en se concentrant sur:

• Innovation de produit: 412 millions de dollars
• Technologie d'emballage: 185 millions de dollars
• Initiatives de durabilité: 140 millions de dollars

Dépenses de distribution et logistique

Les coûts de logistique et de distribution de PepsiCo en 2022 s'élevaient à 6,3 milliards de dollars, notamment:

Catégorie de distribution	Coût
Transport	3,9 milliards de dollars
Entrepôts	1,5 milliard de dollars
Gestion de la chaîne d'approvisionnement	900 millions de dollars

PepsiCo, Inc. (PEP) - Modèle d'entreprise: sources de revenus

Ventes de boissons

Au cours de l'exercice 2022, le chiffre d'affaires total de PepsiCo était de 86,39 milliards de dollars. Les revenus du segment des boissons ont spécifiquement représenté 32,19 milliards de dollars.

Marque de boisson	Revenus annuels (2022)
Pepsi	10,4 milliards de dollars
Gatorade	6,8 milliards de dollars
Tropicana	5,2 milliards de dollars

Revenus de produits alimentaires de collation

Frito-Lay Amérique du Nord a généré 21,94 milliards de dollars de revenus nets pour 2022.

• Doritos: 5,6 milliards de dollars
• Cheetos: 4,9 milliards de dollars
• Lays: 6,2 milliards de dollars

Expansion du marché international

Les revenus internationaux de PepsiCo en 2022 ont atteint 34,54 milliards de dollars, ce qui représente 40% du total des revenus de l'entreprise.

Région	Contribution des revenus
Europe	12,3 milliards de dollars
Asie / Moyen-Orient / Afrique	14,6 milliards de dollars
l'Amérique latine	7,6 milliards de dollars

Accords de licence et de partenariat

PepsiCo a généré environ 1,2 milliard de dollars des accords de licence et de partenariat en 2022.

Canaux de vente numériques et directs

Le commerce électronique et les canaux de vente numérique ont contribué à 3,8 milliards de dollars aux revenus de PepsiCo en 2022, ce qui représente une croissance de 22% sur l'autre.

PepsiCo, Inc. (PEP) - Canvas Business Model: Value Propositions

You're looking at the core reasons why customers choose PepsiCo products over the competition as of late 2025. It's about balancing the reliable with the new, and making sure the price feels right in a volatile economy.

Dual-engine stability: Resilient combination of convenient foods and beverages

PepsiCo's value proposition starts with its balanced structure. This dual focus on snacks and drinks provides a hedge against category-specific downturns. For instance, while North American food revenue dipped 3% organically in the third quarter of 2025, the beverage side saw revenue rise 2% in the same period, showing how the two engines support each other. Overall, the company reported total revenue of $23.94 billion in Q3 2025, beating expectations. This stability is built on a clear revenue split:

Convenience foods, driven by Frito-Lay brands like Lay's and Doritos, account for approximately 58% of total revenue. Beverages, including Pepsi-Cola, Gatorade, and Mountain Dew, make up the remaining 42%. This mix is key to its resilience, even as the company navigates expectations for flat earnings growth for the remainder of 2025 due to global uncertainty.

Permissible Portfolio: Cleaner ingredients, zero-sugar, and functional hydration options

PepsiCo is actively shifting its portfolio to meet modern wellness demands. This means pushing products with cleaner labels and fewer calories. The success in this area is clear, defintely in the beverage space. Pepsi Zero Sugar, for example, achieved over 30.8% year-to-date sales growth in 2025, nearly doubling the growth rate of the overall zero-sugar cola category. This segment saw double-digit net revenue growth in the July-September 2025 period alone. The company is also reinvesting in new platforms, including launching Doritos with all-natural ingredients and low-sugar Gatorade. Furthermore, strategic moves like the acquisition of prebiotic soda brand Poppi in March 2025 underscore this focus on better-for-you options.

The focus on healthier options includes:

• Pepsi Zero Sugar sales growth over 30.8% YTD in 2025.
• Launching new product lines like the limited-edition Pepsi Prebiotic Cola, which contains 30 calories and five grams of cane sugar.
• Introducing snacks with no artificial flavors or colors, such as new lines of Doritos and Cheetos.
• Expanding functional hydration through brands like Gatorade and recent acquisitions.

Value and Affordability: Sharpening price-pack architecture for better everyday value

Recognizing subdued consumer conditions, PepsiCo is sharpening its focus on value delivery. This is a direct response to inflation and consumer caution. A key action has been adjusting the price-pack architecture. The company is actively offering smaller pack sizes in certain markets, a move that helped drive volume growth in some Asian markets during 2025. This strategy supports the overall plan to focus on affordable products to manage the uncertain outlook for consumer spending.

Global Availability: Products enjoyed over one billion times a day in 200+ countries

The sheer scale of PepsiCo's distribution is a core value proposition. PepsiCo products are enjoyed by consumers more than one billion times a day across more than 200 countries and territories around the world. International business remains a strong growth driver, with international beverages achieving 11% organic growth in the first quarter of 2025, supported by demand in markets like China and India. International markets made up 40% of both total sales and operating profits in 2024.

Sustainability: Commitment to pep+ (PepsiCo Positive) and water-use efficiency

PepsiCo's pep+ strategy translates into tangible value through environmental stewardship, which appeals to increasingly conscious consumers and investors. A major milestone was achieved ahead of schedule. The company reached its 2025 goal of a 25% improvement in operational water-use efficiency in high water-risk areas, based on a 2015 baseline, two years early. The long-term ambition is to be net water positive by 2030. This commitment is recognized, as PepsiCo was named to the 2023 CDP A List for water security, placing it in the top 0.5% of all 21,000 companies scored.

Here's a look at the specific water-saving initiatives driving this value:

Initiative	Scope/Application	Potential Annual Water Savings
Washing Corn Process Revamp	Scaled to over 100 global manufacturing lines for snacks like Tostitos and Doritos.	Over 640 million liters of water annually.
Membrane Bioreactor Technology	Implemented at 21 manufacturing sites globally, including 14 in high-risk areas.	Reduces freshwater demand by an average of 70% at treated sites.
Potato Vapor Capture	Implemented at sites in India, Mexico, Poland, and Thailand for Lay's production.	Up to 60 million liters of water per site per year.

This focus on resource efficiency is central to the end-to-end transformation under pep+.

PepsiCo, Inc. (PEP) - Canvas Business Model: Customer Relationships

You're looking at how PepsiCo, Inc. keeps its massive customer base coming back for more, which is crucial when you consider their products are enjoyed over a billion times each day across 200 countries. The relationship strategy is clearly multi-layered, balancing broad reach with deep personalization.

Loyalty programs and targeted promotions to drive repeat purchases

PepsiCo, Inc. leans heavily on data-driven loyalty to secure repeat business, recognizing that shoppers, especially Gen Z and Hispanics, are highly motivated by rewards programs. Data from late 2024/early 2025 shows that 23% of shoppers check loyalty programs before shopping, and 48% check digital offers while in the store. To capture this, PepsiCo, Inc. runs regional programs; for instance, the KazandiRio app in Turkey has exceeded 10 million downloads and maintains 3 million monthly active users. Furthermore, technology integration has streamlined validation; the JOY customer rewards loyalty app uses AI-powered receipt capture to reduce purchase validation time from 7 to 11 days down to just a few seconds. This speed helps unlock cross-basket customer data for better targeting.

Here's a quick look at the scale and impact of some loyalty efforts:

Program/Metric	Data Point	Context
KazandiRio App Downloads	10 million+	Turkey loyalty program downloads.
KazandiRio Monthly Active Users	3 million	Active users for the Turkish loyalty app.
Purchase Validation Time Reduction	From 7-11 days to seconds	Using AI receipt capture in the JOY app.
Gen Z/Millennial Value Perception	73% view experiences as more valuable	Than tangible products, driving experiential loyalty.

Mass-market advertising and large-scale sports/entertainment sponsorships

To maintain top-of-mind awareness across the mass market, PepsiCo, Inc. commits significant capital to high-visibility placements. In 2024, the company invested $3.9 billion globally in advertising and promotions, covering media, promotional materials, and production costs. A cornerstone of this strategy is large-scale event sponsorship, most notably the Super Bowl Halftime Show, which provides massive viewership and helps reinforce the brand's youthful, energetic image. This widespread exposure is linked to sales boosts in key regions like North America and Europe. The company also uses data analytics to ensure these campaigns reach the right audiences on the best channels, maximizing the return on that substantial advertising spend.

Digital engagement via social media to connect with Millennials and Gen Z

Connecting with younger consumers means meeting them where they are digitally, which is increasingly on platforms like TikTok. PepsiCo, Inc. research indicates that 54% of consumers now rely on TikTok to discover new food and cooking ideas, making social media marketing a top priority. The focus is on interactive campaigns and experiences; for example, in Malaysia, a Lay's-branded TikTok Shop livestream session accounted for 70% of a group's Gross Merchandise Value (GMV). This focus drives direct sales, with PepsiCo, Inc. managing to draw over 30,000 monthly purchasers on that platform in Malaysia alone. The goal is to offer experiences that resonate, as 73% of Gen Z and Millennials view experiences as more valuable than physical products.

Key digital engagement statistics include:

• 54% of consumers rely on TikTok for food discovery.
• 73% of Gen Z/Millennials value experiences over products.
• One Malaysian TikTok livestream generated 70% of GMV.
• Over 30,000 monthly purchasers driven by TikTok in Malaysia.
• The 2024 global ad spend was $3.9 billion.

Dedicated sales teams for key retail and food service accounts

Managing relationships with its vast network of retailers and food service partners requires a highly efficient, data-empowered sales force. PepsiCo, Inc. serves more than six million customers globally. To elevate engagement and operational efficiency, the company is deploying Salesforce's Agentforce platform at scale. This deployment aims to empower sales teams to focus on strategic growth rather than routine tasks. Field service representatives gain real-time inventory visibility through tools like Consumer Goods Cloud, which helps ensure stronger in-store execution and optimized product stocking. This consolidation of data across approximately 100 contact centers globally aims to provide a 360° customer view, allowing frontline personnel to have a 'digested brief' on customer needs, enabling discussions to focus on high-value actions in just a couple of minutes.

The sales team empowerment focuses on:

• Gaining real-time inventory visibility for field reps.
• Streamlining Go-to-Market (GTM) and B2B processes.
• Empowering sales teams for deeper retailer engagement.
• Consolidating data from roughly 100 global contact centers.

Finance: draft 13-week cash view by Friday.

PepsiCo, Inc. (PEP) - Canvas Business Model: Channels

You're looking at how PepsiCo moves its massive portfolio of beverages and snacks from production to the customer's hand as of late 2025. The channel strategy is a complex mix, designed to maximize shelf presence for impulse buys and maintain control over execution, especially for the high-velocity snack business.

The company's commitment to Direct Store Delivery (DSD) remains a core strength, particularly for its Frito-Lay North America segment. This method gives PepsiCo tighter control over shelf space and execution, which is critical for maintaining brand visibility against competitors. Historically, DSD products accounted for about 24 percent of unit sales and 52 percent of retail profits in the grocery channel, according to prior Grocery Manufacturers Association research, a model PepsiCo continues to favor for key items.

For products that turn over less frequently or in certain international markets, PepsiCo relies on the traditional warehouse delivery model, where distributors or bottlers handle the final leg of the journey. This approach helps manage the logistics complexity and cost associated with lower-volume items or reaching more remote locations. The company is also actively working to integrate its North America beverage and convenient foods businesses under a 'One North America' structure to find operational synergies and cost reductions across these distribution methods.

The vast majority of sales still flow through established, large-format channels. PepsiCo maintains deep relationships with major retailers and grocers across the globe. While specific sales figures tied to individual retailers like Walmart or Kroger aren't public, the overall scale is evident in the company's top-line performance. For the twelve months ending September 30, 2025, PepsiCo revenue reached $92.366B.

The Away-From-Home (AFH) business, which covers foodservice, remains a vital channel. This includes placements in restaurants, schools, stadiums, and vending machines. PepsiCo is actively seeking innovative solutions to better measure the Return on Investment (ROI) of its Advertising & Marketing spend within this channel, indicating a focus on optimizing execution in these locations.

Finally, e-commerce and direct-to-consumer (DTC) are growing areas of focus, though they represent a smaller portion of the total revenue pie. The company utilizes e-commerce platforms and its own DTC channels, such as PantryShop, to meet evolving consumer demands for convenience and personalized experiences. The strategic importance of digital channels is underscored by the need to manage operational challenges posed by third-party digital providers.

Here is a snapshot of recent financial scale to frame the channel activity:

Metric	Value (Latest Available)	Period/Context
Net Revenue	$92.366B	Twelve Months Ending September 30, 2025
Net Revenue	$22.73 billion	Q2 2025
Gross Profit Margin	55.07%	Q2 2025
Projected Total Cash Returns to Shareholders	Approximately $8.6B	Fiscal 2025 Guidance

The execution across these channels is supported by specific operational strategies:

• DSD is used for superior retail execution and speed-to-shelf.
• The company is focused on integrating North America beverage and foods operations.
• International markets, like India and Brazil, show mid- to high-single-digit revenue growth, supporting overall channel stability.
• Productivity initiatives are expected to see a 70% increase in the second half of the year across the enterprise.
• The company is sharpening its price pack architecture to provide value across channels.

You should check the latest investor deck for the precise revenue contribution from the North America Beverage versus Foods segments, as this often dictates the channel mix emphasis.

PepsiCo, Inc. (PEP) - Canvas Business Model: Customer Segments

Mass-market consumers globally represent the foundation of PepsiCo, Inc.'s volume, though sales volumes fell 3% year-on-year in the third quarter of 2025. The total revenue for the twelve months ending September 30, 2025, stood at $92.366B. This segment seeks convenience and affordability, which is reflected in the company's strategy to balance price realization with volume growth going forward.

Health-conscious consumers are driving a strategic pivot, evidenced by innovation in functional hydration and zero sugar platforms. PepsiCo, Inc. is leaning into cleaner ingredients, with plans to relaunch major brands like Lay's and Tostitos to eliminate artificial colors and flavors by year-end and into next year. This focus on better-for-you options is supported by high-value acquisitions, such as the purchase of Poppi, the prebiotic soda company, for $1.95 billion in March 2025.

Young adults (18-34) and Gen Z are specifically targeted through modern soda options and functional beverages. Momentum is noted in the Pepsi brand volume and net revenue, alongside traction in zero sugar and flavor platforms within PepsiCo Beverages North America (PBNA). The company is also promising superior propositions in protein drinks launching in the fourth quarter of 2025 and early 2026.

Emerging market consumers are a key driver of resilient growth, continuing a long-term trend. PepsiCo, Inc.'s international business delivered 5% organic revenue growth in the first quarter of 2025, marking the 16th consecutive quarter of at least mid-single-digit growth. In the second quarter of 2025, international markets showed 6% organic revenue growth. Management expects performance in these regions to recover to mid to high mid-single digits into the end of 2025. Emerging markets like India delivered double-digit growth in the second quarter of 2025.

The structure of the business, which serves both direct consumers and large entities, is best illustrated by the operating profit contribution from its major geographic and division segments in 2024, which largely align with these customer groups:

Segment/Customer Group Focus	2024 Reported Division Operating Profit	Percentage of Total Core Operating Profit Mix
Frito-Lay North America (Mass-Market Snacks)	$6.6B	45%
International (Emerging Markets & Others)	$5.9B	40%
PepsiCo Beverages North America (Mass-Market Drinks)	$2.3B	15%

Large retail and foodservice businesses represent the B2B customer base, served significantly through the 'Away-from-Home' channel. PepsiCo, Inc. views expanding its away-from-home business as a major growth opportunity that is margin accretive for both food and beverage segments. This channel relies on high service levels, which normalized to 97-98% in the third quarter of 2025, improving fill rates and execution for these large partners.

PepsiCo, Inc. (PEP) - Canvas Business Model: Cost Structure

You're looking at the core expenditures that keep PepsiCo's vast global operation running, and honestly, it's a story of managing massive scale against persistent external pressures. The cost structure is dominated by the sheer volume of product that needs to be sourced, made, and moved. We see this pressure reflected directly in the Cost of Goods Sold (COGS), which the company reports as Cost of Sales.

For the third quarter ending September 30, 2025, the Cost of Sales hit $11.113 billion. This figure, when compared to the $23.94 billion in reported revenue for the same quarter, shows how significant input costs are to the bottom line. The Trailing Twelve Months (TTM) Cost of Goods Sold was $42.524 billion as of September 30, 2025. Management has definitely noted the challenging cost landscape in 2025, pointing to rising supply chain expenses and increased exposure to tariffs on global inputs as key drivers putting pressure on margins.

The company's efforts to combat this are centered on aggressive cost optimization. PepsiCo expects 70% higher productivity savings in the second half of 2025 compared to the first half, driven by procurement efficiencies and structural changes. This is a critical lever to protect profitability, especially since the Operating Margin for Q3 2025 was 14.9%, down from 16.6% in the prior year period.

Distribution and logistics are inherently expensive because of the Direct Store Delivery (DSD) network, which requires significant fixed and variable costs to maintain shelf presence. To address this, PepsiCo is advancing its integrated North America strategy, testing combined snack and beverage warehousing in Texas to streamline operations. Furthermore, the industry is seeing major capital deployment in this area; PepsiCo and Coca-Cola are collectively committing to a $20 billion investment to broaden distribution flexibility, aiming for a measurable drop in transport costs across volumes.

Maintaining brand equity requires substantial investment in marketing and sales. While specific advertising spend isn't broken out separately in the immediate data, it falls under the broader Selling, General, and Administrative (SG&A) umbrella. The TTM SG&A expenses ending September 30, 2025, totaled $37.649 billion, with the Q3 2025 figure being $9.122 billion. The current focus is on optimizing this spend for better Return on Investment (ROI) rather than outright cuts.

Labor and manufacturing costs are being addressed through structural adjustments. The productivity program explicitly includes workforce reductions and the closure of inefficient manufacturing nodes. PepsiCo confirmed the closure of two Frito-Lay facilities in Orlando, Florida, in late 2025, with an off-site warehouse closure planned for May 9, 2026. This aligns with the CEO's stated goal to solve for the demand of the future, not the demand of the past.

The productivity drive also incorporates SKU rationalization. CFO Jamie Caulfield noted that analyzing the portfolio reveals overlap on very small volume items, and cutting this "long tail" creates operational efficiency and improves customer service. This is a direct move to lower the cost-to-serve by simplifying the manufacturing and stocking complexity.

Here's a snapshot of the key cost components based on the latest available figures:

Cost Component	Period Ending September 30, 2025	Context/Driver
Cost of Sales (COGS)	$42.524 billion (TTM)	Commodity price volatility and tariffs.
Selling, General & Administrative (SG&A)	$37.649 billion (TTM)	Includes distribution, logistics, and marketing spend.
Q3 2025 Cost of Sales	$11.113 billion	Reflects input cost pressure in the quarter.
Q3 2025 SG&A Expense	$9.122 billion	Cost structure rightsizing in progress.
Productivity Savings Target	70% higher in H2 2025 vs. H1 2025	Driven by plant closures and workforce optimization.

The company is actively pursuing efficiency layers through these actions:

• North America Integration: Unifying nearly $30 billion in foods and beverages units for synergy.
• Automation Investment: Expanding automation in manufacturing, warehousing, and distribution.
• SKU Rationalization: Eliminating low-volume items to gain operational effectiveness.
• Distribution Modernization: Investing in regional hubs and dynamic routing to cut transport costs by an estimated 20-25% uplift in on-time performance.

Finance: finalize the impact analysis of the two announced plant closures on Q4 2025 fixed overhead by next Tuesday.

PepsiCo, Inc. (PEP) - Canvas Business Model: Revenue Streams

You're looking at the core engine of how PepsiCo, Inc. brings in the money, which is pretty straightforward: selling things people eat and drink. Honestly, the split between their two main divisions has been remarkably consistent for years, giving you a good baseline for forecasting.

The largest piece of the pie comes from their convenient foods division. Sales of convenient foods (snacks) generate approximately 55% of total revenue. This segment is anchored by powerhouse brands like Lay's, Doritos, and Cheetos, which keep the cash flowing consistently, even when beverage sales might face headwinds.

Sales of beverages (soda, water, sports drinks, juice) make up the remainder, which means this segment accounts for roughly 45% of the total top line. This includes everything from the core colas to Gatorade and Aquafina. The company is actively trying to shift this mix by acquiring faster-growing wellness brands, but the scale of the established portfolio means this 45% chunk is still massive in absolute dollar terms.

To give you a snapshot of recent performance, PepsiCo, Inc. reported Q3 2025 net revenue of $23.937 billion (GAAP). That figure reflects the combined strength across both food and beverage segments for that quarter. For the full-year 2025 outlook, management continues to expect organic revenue growth to be low-single-digit. That suggests a cautious but stable growth trajectory for the entire enterprise.

Beyond direct product sales, a crucial, though smaller, revenue stream involves the infrastructure supporting their global reach. This comes from licensing and franchise fees from international bottling partners. This stream is key because it shifts some of the capital investment and operational risk to local partners, while still capturing value from brand distribution outside of PepsiCo's direct control. For instance, the International Beverages Franchise segment saw its organic revenue decline by 1% in Q3 2025, showing that even this fee-based revenue is subject to local market dynamics.

Here's a quick look at how the two primary revenue drivers compare based on recent historical context:

Revenue Stream Category	Approximate Revenue Contribution (FY 2025 Est.)	Recent Segment Performance Context (Q3 2025 Organic)
Convenient Foods (Snacks)	55%	Reported 2.5% organic revenue growth in Q3 2025.
Beverages	45%	North American beverage revenue rose 2% in Q3 2025.
International Beverages Franchise (Fees/Concentrate)	Embedded within the above, but distinct stream	Segment organic revenue declined 1% in Q3 2025.

You should keep an eye on a few specific drivers that feed into these revenue streams:

• Full-year 2025 organic revenue growth guidance: low-single-digit increase.
• Q3 2025 reported net revenue: $23.937 billion.
• Snack segment's contribution to total revenue: approximately 55%.
• Beverage segment's contribution to total revenue: approximately 45%.
• International business momentum: continued strength cited by management.

Finance: draft 13-week cash view by Friday.