a. Substantial cost sharing and skills transfer opportunities exist between PepsiCos beverage brands and between its various snack brands, but there appear to be less strategic fit opportunities across business platforms.

(Click to select) Yes No

b. There are few, if any, cost sharing and skill transfer opportunities between PepsiCos beverage brands and between its various snack brands.

(Click to select) Yes No

c. The operating processes vary greatly between bottled water and functional beverage bottling, soft drink concentrate production, grain-based food products production, and snack food production, making it difficult to find any value-chain match-ups.

(Click to select) Yes No

d. Beyond PepsiCos corporate-wide purchases for ingredients and packaging materials, it is unlikely that PepsiCo managers could find ways to share costs or transfer skills between businesses.

(Click to select) Yes No

e. The companys research and development activities directed at creating BFY and GFY products are unlikely to benefit all businesses within a division.

(Click to select) Yes No

f. PepsiCos transfer of best practices between 200 plants, 3,500 distribution systems, and 120,000 service routes around the world is another example of such strategic fit.

(Click to select) Yes No

g. PepsiCo management shares market research and relies heavily on marketing innovations to position its brands in each market in which it competes; consumers in each of these markets have much in common and it should be expected that PepsiCo managers share skills and information in crafting and implementing the strategies of each of the businesses.

(Click to select) Yes No

h. Consumers in each market in which PepsiCo competes have so little in common that sharing marketing research and marketing innovations is unlikely to be of any value.

(Click to select) Yes No

i. The Power of One strategy allows products to be cross-marketed in retail locations and is an example of marketing-related strategic fit.

(Click to select) Yes No

j. The Quaker Oats integration produced a number of noteworthy strategic fit successes, including $160 million in cost savings resulting from corporate wide procurement of product ingredients and packaging materials and an estimated $40 million in cost savings attributed to the joint distribution of Quaker snacks and Frito-Lay products.

(Click to select) Yes No

k. The operations, sales and marketing, and advertising/promotion of Quakers hot and RTE cereals, flavored grains, and other breakfast products have much in common with value chain activities of PepsiCos convenience foods and beverages.

(Click to select) Yes No