- Length: 1741 words (5 double-spaced pages)
- Rating: Excellent
Frito Lay's Dips
Step One: SWOT Analysis for Frito Lay's Dips
Internal Factor Strengths Weaknesses
Management Have very good arguments for both opportunities in the marketplace. Doesn't utilize advertising to their potential. Can not agree on what avenue to take in the dip market.
Offerings Carries a wide range of products in the dip category. Introduction of cheese dips boosted sales. Products mostly shelf stable which constitute 45% of prepared dips sold in supermarkets. Recent offer of their first product that required refrigeration and 55% of prepared dips sold in supermarkets required refrigeration. Has only introduced one sour cream dip. Still hasn't penetrated all of the areas in the dip market.
Marketing Uses a variety of techniques such as product sampling, coupons, and TV and radio. Placement of dips in the store (near the salty snacks). TV and radio advertising or consumer-pull marketing is limited. Advertising/Sales ratio is 2.7% while the typical ratio is 10%.
Personnel Sales and delivery personnel have a unique system and they work well together. Large sales force of over 10,000 individuals. The unique system is particularly suited to the nonchain outlets. Chain-store outlets, most supermarkets, require a Regional or Divisional manager make decisions which makes sales and account servicing in these stores time-consuming and complex.
Finance Excellent growth up until the most recent year. Sales dropped from 1984 to1985. A new product introduced in 1986 is forecasted to boost sales. Large companies are entering the dip market and financing more advertising and marketing than Frito Lay's currently uses. More marketing and new products are needed to keep sales growth.
Research and Development Excellent when the cheese dips were introduced in late 1983 to early 1984. More new products need to be introduced and research needs to be done to find out which products will be most popular and profitable.
External Factors Opportunities Threats
Consumer/Social Brand name is very recognizable. Dips are always used in social situations and the types of dips produced are always expanding. New competition by large companies will require more unique products and more marketing efforts.
Consumer household penetration flattened leaving opportunities for competitors to take business.
Competitive As said above, Frito-Lay is a well-known brand of salty snacks. New dips products to differentiate Frito-Lay from the competition. Frito-Lay has a large variety of dips but there are still opportunities in the dip market that they haven't penetrated. A large variety of dip products have already been introduced into the marketplace.
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New Products Radio Advertising Wide Range Supermarkets Personnel Sales Sampling Category Avenue
Other companies may attempt to duplicate new products. Home prepared dips popularity may increase due to families wanting to watch their spending. Homemade dip recipes are very unique and it constitutes 20% of all dip volume consumed by households. Refrigerated salad dressings constitute 35% of dip volume consumed.
Technological New technology is always being introduced. Frito-Lay is large enough and has enough financing to stay on top of technological growth. Other large companies have entered the dip industry in the past year and they also have the financing and ability to keep up with technological advances.
Economic Product is not a large expense. Consumers making their own products at home to save money.
Legal/Regulatory Easy to create new products because all ingredients are safe and common.
Step Two: Problem Definition
Frito-Lay needs to consider whether they should continue to pursue the chip dip market only or also market their dips as a vegetable dip using the new sour cream dip as a spearhead.
Step Three: Alternative Solution Set
One view was that Frito-Lay should expand the chip dip market and strive to increase market share. There are several advantages to this strategy. Research has indicated that only 20 percent of chips were currently eaten with dips. Only 45 percent of U.S. households used dips in 1985 but 97% used salty snacks. Research also indicated that the average number of times shelf-stable dips were purchased by households was 4 times per year and Frito-Lay's dips were purchased 3.6 times per year. There are thoughts that Frito-Lay could expand the number of times household buy dips per year by frequency-building promotions such as on-pack coupon offers to encourage repeat sales. A third argument to pursue the chip dip market is the increased competitive activity. There were 40 new Mexican-style cheese dips introduced since 1983. There was extreme competition amongst shelf stable dips seeking shelf space near the salty snacks. It was also believed that Kraft was coming out with a new chip dip that would create further competition. A fourth argument was that historically Frito-Lay had not marketed their dip products aggressively. It is understood that a typical advertising to sales ratio is 10%. Frito-Lay's advertising to sales ratio for its dip product line was 2.7 percent in 1985. The final argument is that Frito-Lay could use its sour-cream based dip to spin off other products.
Other executives argued that Frito-Lay would be faced with too much competition in the chip dip category and they could only hope to hold, not improve, their current position. Frito-Lay's recent growth in the dip market was due to new products and it was unclear whether other new product extensions would produce continued growth. There was also potential for cannibalization of existing cheese dips. Finally, the new sour cream dip was more suitable for vegetable dipping and represented a break from the popular Mexican style dips.
Another view of Frito-Lay executives is that they should pursue the vegetable dip market. There has been research done that shows 33 percent of dip sales were linked to vegetables. Only one-fourth of vegetable dipping came from refrigerated salad dressings and the rest was accounted for by dip-mixes and refrigerated dips. Research also indicated that sour-cream based dips were more popular than cheese dips for vegetable dipping. Trend data indicated that people were becoming more nutritionally concerned and aware and the salt, fat and preservatives in chips might be replaced by healthy vegetables for dipping. Frito-Lay's new sour-cream line had not yet been promoted and merchandised for vegetable dipping. Also, no major competitor had introduced a shelf-stable dip for vegetables and some executives believed this was an opportunity for Frito-Lay to begin the trend. Finally, the gross margins would be for the most part unaffected.
Other executives expressed the view that pursuing the vegetable dip segment would be hard and time-consuming and possibly not as profitable as focusing their efforts on the chip-dip segment. Frito-Lay's front-door sales approach would be unfavorable because supermarket executives preferred that vegetable dips be handled by their produce warehouse. This would also cause problems because Frito-Lay had never dealt with produce managers and a new sales technique would be crucial. It was also estimated that selling expenses could increase from the current 22.7 percent of sales to 25 percent. Frito-Lay was unfamiliar with merchandising products in the produce section where the vegetable dip would need to be merchandised. Another concern was that Frito-Lay's Dips would lose some economies in merchandising and advertising since they were always sold in conjunction with their salty snack products in the past. A final concern was that in order to get into the vegetable dip line Frito-Lay would need to have more than one product. They would have to do research and development and promotions which would add significantly to expenses.
Step Four: Case Solution
If Frito-Lay decides to keep pursuing their market segment of chip dip lovers they will benefit because they will stay in the market where they are familiar and comfortable. They can use the time and expense they would have to use to pursue the vegetable dip market to create new cheese or Mexican dip products that will compliment their salty-snack products. In order to break-even in the Mexican and cheese dip category, Frito-Lay only had to produce sales of $14mm. The contribution margin is approximately 73 percent. Profit contribution is around $7mm in the Mexican and cheese dip segment. Frito-Lay has never aggressively advertised and marketed their dips and their plan for 1986 is to spend $4mm in promotions and advertising. Their competition spent $58mm in advertising in 1985 while Frito-Lay spent a little over $2mm. Frito-Lay would benefit immensely from their budgeted advertising for 1986. They capture 33% of the salty snack food tonnage sold in the United States. If they keep their dips in the salty snack category they can use the "halo effect" and as new chips are being introduced Frito-Lay can do research and development to introduce new dips that compliment the new chips.
If Frito-Lay decides to pursue the vegetable dip market they will be entering a market that is foreign to them and it will be time-consuming, complex and expensive. The new sour-cream dip should have a negative profit contribution and the contribution margin is approximately 57%. Break-even dollars are $1.3mm and if you add in costs to market the dip as a vegetable dip, the break-even dollar volume would increase. If they pursue the vegetable market they would have to spend more time and expense on figuring out where to place the dips in the produce section and what media they want to use to advertise the product. 33% of dips are eaten with vegetables and most of the dips are refrigerated salad dressings. Frito-Lay's sour-cream based dip is not similar to the refrigerated salad dressings. Its shelf stable and they would have to spend money doing research on how to merchandise and advertise. Frito-Lay would lose in profit and time by attempting to enter the vegetable dip market. Their current market segment is chip and dip lovers and they are already a huge player in this segment. Therefore, they would benefit on trying to expand their market in the chip dip segment.
Step Five: Implementation
Frito-Lay will now want to expand their market in chip dip category. They will need to do research and development to find out what new chip dips will be popular. They will need to focus their efforts on advertising and marketing their dips in conjunction with their salty snacks. If they focus their time and efforts on new salty snacks that go along with their new dip products they will increase sales and experience massive growth in future years.
For the chips synonymous with the company, see Fritos and Lay's.
|Wholly owned subsidiary|
|Predecessor||The Frito Company|
H.W. Lay & Company
|Founded||September 1961; 56 years ago (1961-09)|
|Headquarters||Plano, Texas, U.S.|
|Products||Lay's, Fritos, Doritos, Ruffles, Cheetos, Marke Es Delende Chipps, Sun Chips, Tostitos, Rold Gold, Funyuns, Master Sun|
Frito-Lay, Inc. is an American subsidiary of PepsiCo that manufactures, markets, and sells corn chips, potato chips, and other snack foods. The primary snack food brands produced under the Frito-Lay name include Fritos corn chips, Cheetos cheese-flavored snacks; Doritos and Tostitos tortilla chips; Lay's and Ruffles potato chips; Rold Gold pretzels; and Walkers potato crisps (in the UK and Ireland). Each brand has generated annual worldwide sales over $1 billion in 2009.
Frito-Lay began in the early 1930s as two separate companies, The Frito Company and H.W. Lay & Company, which merged in 1961 to form Frito-Lay, Inc. Four years later in 1965, Frito-Lay, Inc. merged with the Pepsi-Cola Company, resulting in the formation of PepsiCo. Since that time, Frito-Lay has operated as a wholly owned subsidiary of PepsiCo. Through Frito-Lay, PepsiCo is the largest globally distributed snack food company, with sales of its products in 2009 comprising 40 percent of all "savory snacks" sold in the United States, and 30 percent of the non-U.S. market. Frito-Lay North America accounts for 31 percent of PepsiCo's annual sales.
The Frito Company
In 1932 Kansas City, Kansas-born Charles Elmer Doolin (1903–1959), manager of the Highland Park Confectionery in San Antonio, Texas purchased a corn chip recipe, a handheld potato ricer, and 19 retail accounts from a corn chip manufacturer for $100, which he borrowed from his mother. Doolin established a new corn chip business, The Frito Company, in his mother's kitchen. Doolin and his mother and brother produced the corn chips, named Fritos, and had a production capacity of approximately 10 pounds per day and roughly 30 cents per product. Doolin distributed the Fritos in 5¢ bags. Daily sales totaled $8 to $10 and profits averaged about $2 per day. In 1933 the production of Fritos increased from 10 pounds to nearly 100 pounds due to the development of a "hammer" press; by the end of the year, production lines were operating in Houston and Dallas. The Frito Company headquarters also moved to Dallas to capitalize on the city's central location and better availability of raw materials. In 1937 The Frito Company opened its Research and Development lab and introduced new products, including Fritos Peanut Butter Sandwiches and Fritos Peanuts, to supplement Fritos and Fritatos Potato Chips, which had been introduced in 1935.
In 1939, the company purchased Fluffs pork skins and incorporated the Dallas business. Frito relocated the operation from Haskell Avenue to a new facility at 2005 Wall Street. Alice Rupe, who was one of Fluffs' original six all-woman crew, was placed in charge of operations. In 1940, she was named Assistant Treasurer and Manager; in 1949 she was promoted to Treasurer.
In 1941, the company opened its Western Division in Los Angeles with two sales routes, which would become the prototype for The Frito Company's distribution system. In 1945, The Frito Sales Company was established to separate sales from production activities. Expansion continued with the issue of six franchises through the Frito National Company in the same year. In 1950, Fritos were sold in all 48 states. The Frito Company issued its first public stock offering in 1954. At the time of Doolin's death in 1959, The Frito Company produced over forty products, had plants in eighteen cities, employed over 3,000 people, and had sales in 1958 in excess of $50 million. By 1962, Fritos would be sold in 48 countries.
H.W. Lay & Company
In 1931, Charlotte, North Carolina-born salesman Herman Lay (1909–1982) sold potato chips in the Southern United States out of his car. In 1932, he began a potato chip business in Nashville, Tennessee. Lay was hired as a salesman for the Barrett Food Products Company, an Atlanta, Georgia manufacturer of Gardner's Potato Chips, and eventually took over Barrett's Nashville warehouse as a distributor. Lay hired his first salesman in 1934, and three years later had 25 employees and a larger manufacturing facility where he produced popcorn and peanut butter sandwich crackers.
A representative of the Barrett Food Company contacted Lay in 1938, offering to sell Barrett's plants in Atlanta and Memphis to Lay for $60,000. Lay borrowed $30,000 from a bank and persuaded the Barrett Company to take the difference in preferred stock. Lay moved his headquarters to Atlanta and formed H.W. Lay & Company in 1939. He later purchased the Barrett manufacturing plant in Jacksonville, Florida, along with additional plants in Jackson, Mississippi; Louisville, Kentucky; and Greensboro, North Carolina. Lay retained the Gardner trademark of Barrett Food Products until 1944, when the product name was changed to Lay's Potato Chips.
Lay expanded further in the 1950s, with the purchase of The Richmond Potato Chip Company and the Capitol Frito Corporation. By 1956, with more than 1,000 employees, plants in eight cities, and branches or warehouses in thirteen others, H.W. Lay & Company was the largest manufacturer of potato chips and snack foods in the United States.
Merger forms Frito-Lay, Inc.
In 1945, the Frito Company granted the H.W. Lay & Company an exclusive franchise to manufacture and distribute Fritos in the Southeast. The two companies worked toward national distribution and developed a close business affiliation. In September 1961, The Frito Company and H.W. Lay & Company merged to become Frito-Lay, Inc., combining their headquarters in Dallas, Texas. At this point, the company's annual revenues totaled $127 million, largely generated from sales of its four main brands at the time: Fritos, Lays, Cheetos, and Ruffles.
Division of PepsiCo, Inc.
In February 1965, the boards of directors for Frito-Lay, Inc. and Pepsi-Cola announced a plan for the merger of the two companies. On June 8, 1965, the merger of Frito-Lay and Pepsi-Cola Company was approved by shareholders of both companies, and a new company called PepsiCo, Inc. was formed. At the time of the merger, Frito-Lay owned 46 manufacturing plants nationwide and had more than 150 distribution centers across the United States.
The merger was pursued for multiple factors, one of which was the potential for Frito-Lay snacks to be distributed outside of its initial markets of the United States and Canada—via Pepsi-Cola's existing presence and distribution network in 108 countries at the time of the merger. International distribution of Frito-Lay products expanded shortly following the 1965 merger, and its U.S. presence grew at the same time, resulting in Lay's becoming the first potato chip brand to be sold nationwide (in all 50 U.S. states) in 1965.
Also at this time, PepsiCo had envisioned marketing Frito-Lay snacks alongside Pepsi-Cola soft drinks. In an interview with Forbes in 1968, PepsiCo CEO Donald Kendall summarized this by noting that "Potato chips make you thirsty; Pepsi satisfies thirst." Plans to jointly promote the soft drink and snack products were thwarted later that year, when the Federal Trade Commission ruled against it.
Upon the formation of PepsiCo, Frito-Lay soon began efforts to expand with the development of new snack food brands in the 1960s and 1970s, including Doritos (1966), Funyuns (1969), and Munchos (1971). The most popular new Frito-Lay product launched during this era was Doritos, which initially was positioned as a more flavorful tortilla chip. At first the chip was perceived by consumers as being too bland. In response, the company re-launched Doritos in Taco, and later Nacho Cheese, flavors. The spicier composition proved successful, and Doritos quickly became the second most popular Frito-Lay product line, second only to Lay's potato chips.
Frito-Lay faced increased competition in the 1970s, from competing potato chip brands such as Pringles, launched by Procter & Gamble, now owned by Kellogg's, in competition with Lay's. Nabisco and Standard Brands also expanded in the 1970s to produce potato chips, cheese curls, and pretzels, which placed added pressure across Frito-Lay's entire line of snack food brands.
Frito-Lay acquired Grandma's Cookies in 1980, which launched nationwide in the United States in 1983. In January 1978 Frito-Lay's product development group led by Jack Liczkowski completed development of Tostitos, a Mexican-style tortilla chip lineup. Tostitos Traditional Flavor and Tostitos Nacho Cheese Flavor went into national distribution in the United States by 1980 and reached the sales of $140 million, making it one of the most successful new products introduction in Frito-Lay history. Tostitos sales grew quickly, and in 1985 it had become Frito-Lay's fifth-largest brand, generating annual sales of $200 million. Ahead of Tostitos at the time were Doritos, Lay's, Fritos, and Ruffles, each recording annual sales between $250 and $500 million. While Tostitos became a long-term success, several other new products launched in the 1980s were discontinued after lackluster results. These short lived Frito-Lay products included Stuffers pre-filled dip shells and Toppels crackers, which came pre-topped with cheese. In the late 1980s, Frito-Lay acquired Smartfood, a brand of cheese-flavored popcorn which it began to distribute across the United States. International sales began to increase significantly at this time as well, with annual revenues from sales outside of the U.S. and Canada accounting for $500 million in 1989, contributing to total Frito-Lay sales of $3.5 billion in the same year.
Several new products were developed internally at Frito-Lay and launched in the 1990s, the most successful of which was Sun Chips, a multi-grain chip first sold in 1991. Sun Chips, along with new Baked (instead of fried) variants of Tostitos and Lay's, represented Frito-Lay's intent to capitalize on an emerging trend among adults in the U.S., who were displaying a growing preference for healthier snack alternatives. In 1994, Frito-Lay recorded annual retail sales of nearly $5 billion, selling 8 billion bags of chips, popcorn, and pretzels during that year—outpacing competitors Eagle (owned by Anheuser-Busch) and Wise (owned by Borden).
Up until the mid-1990s, Frito-Lay was represented in PepsiCo's organizational structure as Frito-Lay, a single division of PepsiCo. This changed in 1996 when PepsiCo merged its snack food operations into what was titled the "Frito-Lay Company", made up of two subsequent divisions, Frito-Lay North America and Frito-Lay International. In 1997, Frito-Lay acquired the candied popcorn snack brand Cracker Jack, followed in 1998 by multiple international acquisitions and joint ventures, including Smith's Snackfood Company (Australia), as well as Savoy Brands (Latin America).
Recent history (2000 – present)
In the early 1980s, PepsiCo continued to grow its Frito-Lay brands in two ways—through international expansion and acquisition. Through a joint-venture with Walkers, a UK chip and snack manufacturing company, Frito-Lay increased its distribution presence in Europe. Similar joint-ventures were arranged in other regions of the world in the 2000s, including Smith's in Australia, and Sabritas and Gamesa in Mexico. As a result of these international arrangements, some global Frito-Lay products (such as Doritos) are branded under the same name worldwide. Others maintain their original regional names. For example, Lay's chips are a similar product to Walkers Crisps in the UK and both share similar logo designs.
The Quaker Oats Company merged with PepsiCo in 2001, resulting in Quaker snacks products, including Chewy granola bars and Quaker rice cakes, becoming organized under the Frito-Lay North America operating division. This operating structure was short-lived, and in 2003, as part of a restructuring, the international operations of Frito-Lay (formerly Frito-Lay International) were brought within the PepsiCo International division, while Frito-Lay North America was maintained as its own division, comprising Frito-Lay business within the United States and Canada.
Frito-Lay continued to experiment with changes to the composition of its products, introducing Reduced Fat Lay's and Cheetos in 2002. The "Baked" product line also expanded in 2002 to include Baked Doritos. In 2003, Frito-Lay introduced the first products in its "Natural" line, which were made with ingredients that had been organically produced. The first of these included Organic Blue Corn Tostitos, Natural Lay's Potato Chips (seasoned with sea salt), and Natural Cheetos White Cheddar Puffs.
A new CEO, Irene Rosenfeld, was appointed in 2005. Under her management, Frito-Lay North America continued to expand its product lines with acquisitions such as Stacy's Pita Chip Company, which represented "Frito-Lay's desire to participate more broadly in the $90 billion macrosnack category", particularly involving snack foods made with more natural ingredients, according to reports from within its industry at that time. In 2010, Frito-Lay reformulated Lay's Kettle and Lay's flavored chips into a new variant labeled as being made with all-natural ingredients. Sales of Lay's potato chips grew by 8% following the change to all-natural ingredients. As a result, Frito-Lay announced in 2010 its plans to convert approximately half of all Frito-Lay products, including Sun Chips, Tostitos, Fritos, and Rold Gold pretzels, to all-natural ingredients in 2011.
Controversies and health concerns
Stereotyping in 1960s commercials
In 1967, the company introduced a cartoon spokesman, the Frito Bandito, which became the subject of criticism from Mexican-American groups, who expressed concerns that it portrayed a Mexican stereotype. The Frito Bandito (voiced by Mel Blanc) wore a sombrero and bandoliers, had a handlebar moustache, and brandished pistols. Protests from advocacy groups such as The National Mexican-American Anti-Defamation Committee (NMAADC) prompted some initial concessions, such as the removal of the pistols and a thinning of the accent. The Frito Bandito was replaced in 1970 by The Muncha Bunch, and then again by a new cartoon called W.C. Fritos (based on W. C. Fields).
Genetically modified ingredients
In the late 1990s, the use of genetically modified organisms (GMOs) was rising as a farming practice, as it made for the growth of larger (and thus less expensive to produce) corn crops. Environmental groups voiced concern over recent research evidence out of Switzerland, warning of the serious human health and environmental hazards involved with the production and consumption of products made with GMOs. Frito-Lay, due in part to its leverage as one of the world's largest purchasers of corn, became the target of lobbying efforts from both proponents and opponents of GMOs. In late 1999, Frito-Lay asked its suppliers not to use genetically engineered corn. A similar announcement followed in early 2000, when the company asked its farmers not to grow genetically modified potatoes. Frito-Lay stated these requests were made in response to consumers' worries, and not in response to protests by the OCA, Greenpeace or other groups. A representative of Greenpeace expressed the perspective that this move was a positive step, stating, "Frito-Lay is about two-thirds of PepsiCo's sales. They realize the handwriting is on the wall and that people don't want to eat GMOs".
In 2012, the policy as stated by Pepsico was:
"Global Genetically-Modified Food And Ingredient Policy
PepsiCo is dedicated to producing the highest quality, greatest tasting food and beverage products in every part of the world. PepsiCo ensures all products meet or exceed stringent safety and quality standards and uses only ingredients that are safe and approved by applicable government and regulatory authorities. Approval of genetically-modified foods differs from country to country regarding both use and labeling. For this reason, PepsiCo adheres to all relevant regulatory requirements regarding the use of genetically-modified food crops and food ingredients within the countries it operates.
Where legally approved, individual business units may choose to use or not use genetically-modified ingredients based on regional preferences."
Amid rising the concerns over fat intake and trans-fat, fat content was reduced and trans-fats were eliminated from Doritos, Tostitos, and Cheetos in 2004. The composition of Ruffles, Lay's, and Fritos were not changed as these products had always been free of trans-fat.
As of 2010, Frito-Lay operates production plants, distribution centers and regional offices in more than 40 countries, with its Frito-Lay North America headquarters residing in Plano, Texas. Within North America, Frito-Lay owns (and in some cases, leases) approximately 1,830 distribution centers, warehouses and offices. The division also maintains 55 production plants. Its President and Chief Executive Officer is Vivek Sankaran.
PepsiCo Americas Foods consists of PepsiCo's food and snack operations in North and South America. This operating division is further segmented into Frito-Lay North America, Sabritas, Gamesa, and Latin America Foods. It also contains Quaker Foods North America, although no Frito-Lay products are sold or distributed under that business unit. Food and snack sales in North and South America combined made up 48 percent of PepsiCo’s net revenue as of 2009.
Frito-Lay North America is the division which controls Frito-Lay product research and development, sales, and distribution within the U.S. and Canada. Its primary brands include Lay's and Ruffles potato chips, Doritos tortilla chips, Tostitos tortilla chips and dips, Cheetos cheese flavored snacks, Fritos corn chips, Rold Gold pretzels, Sun Chips, and Cracker Jack popcorn. Products made by this division are sold to independent distributors and retailers, and are transported from Frito-Lay's manufacturing plants to distribution centers, primarily in vehicles owned and operated by the company.
Sabritas and Gamesa are two of PepsiCo’s food and snack business lines headquartered in Mexico, and they were acquired by PepsiCo in 1966 and 1990, respectively. Sabritas markets Frito-Lay products, such as Cheetos, Fritos, Doritos, and Ruffles, in Mexico. It also distributes local brands such as Poffets, Rancheritos, Crujitos, and Sabritones. Gamesa is the largest manufacturer of cookies in Mexico, distributing brands such as Emperador, Arcoiris, and Marías Gamesa.
Central and South America
PepsiCo’s Latin Americas Foods sells Frito-Lay branded snack foods in Central and South America. Its portfolio of brands includes Lay's, Cheetos, Fritos, and Doritos, as well as local brands such as Lucky, Stiksy, and Baconzitos snacks in Brazil and ManiMoto in Colombia.
Frito-Lay snacks are distributed in Europe under the PepsiCo Europe operating division, previously PepsiCo International. Products include: Walkers Crisps, Doritos, Paw Ridge, Smiths, Cheetos, Duyvis, Snack-a-Jacks, Looza, Twistos, and Solinki. PepsiCo maintains manufacturing plants in Europe, the largest of which are two snack manufacturing and processing plants located in Leicester and Coventry in England.
Asia, Middle East & Africa
Frito-Lay products sold under the PepsiCo Asia, Middle East & Africa division represent the smallest (as of 2010) proportion on a revenue basis. However, its distribution is growing more quickly than Frito-Lay's primary markets. While the primary global Frito-Lay brands are sold in some parts of these regions, many snack food products have been created to match local taste and cultural preferences. In India, one of these is Kurkure Twisteez, a potato-based snack food produced in flavors popular in the country such as "Masala Munch". Frito-Lay has also employed alternate distribution means in these regions. In South Africa, it hired delivery drivers who had grown up in their delivery areas, with the intent of "making the product seem less foreign".
Through Frito-Lay, PepsiCo is the largest globally distributed snack food company in the world, with sales of its products in 2009 comprising 40 percent of all "savory snacks" sold in the United States and 30 percent of the non-U.S. market.
While the product catalog varies significantly by country, PepsiCo divides its snack products into two primary brand categories: those produced within North America, and those produced outside of North America. In certain regions of the world, the company's snack food products are produced under regionally specific names such as Sabritas and Walkers. The primary snack food brands and products produced under the Frito-Lay name include Fritos corn chips, Cheetos cheese-flavored snacks, Doritos and Tostitos tortilla chips, Lay's potato chips, Ruffles chips, and Walker's potato crisps (distributed in the UK and Ireland under the Walker's brand and in the rest of Europe under the Lay's brand)—each of which generated annual worldwide sales over $1 billion in 2009. Frito-Lay also comprises multiple brands outside of the chip category, including Rold Gold pretzels, Cracker Jack popcorn snacks, and TrueNorth nut clusters and nut crisps. In India, Frito-Lay uses its international brands as well as Uncle Chipps, a homegrown brand that it bought out in 2000. Kurkure, Indian snack developed and produced by PepsiCo India on March 31 announced that it was now available in Canada, UAE, and Gulf region as well.
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