Comparative_Matrix_.edited.edited

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Comparative Matrix Market Analysis Comparative Matrix Market Analysis Soft Drink Your Product Pepsi Direct competitor Coca-Cola Indirect Competitor Tahitian treat Price per case $9.98 $13.18 $9.99

Sugar 41mg 39mg 37mg Standalone ability Standalone Standalone Standalone calories 150 160 139 Founded 1898 1886 1964 Sodium 15mg 50mg 29mg flavors 63 60 1 Caffeine 37.5 34mg 0mg The outcome of your comparative matrix market analysis Coca-Cola is priced higher than Pepsi and Tahitian Treat. This positions Coca-Cola as a premium option compared to its competitors. Tahitian Treat has the lowest sugar content, followed by Coca-Cola and Pepsi. This could be appealing to health-conscious consumers looking for lower-sugar options. All three brands are positioned as standalone beverages, indicating they do not necessarily rely on complementary products for consumption. Tahitian Treat has the lowest calorie count, followed by Pepsi and Coca-Cola. This could appeal to consumers looking to manage their calorie intake. Pepsi has the lowest sodium content, followed by Tahitian Treat and Coca-Cola. Lower sodium content might be a selling point to health-conscious consumers. Pepsi offers the highest variety of flavors, followed by Coca- Cola and Tahitian Treat. This could attract consumers who enjoy a diverse range of beverage options. Pepsi has the highest caffeine content, followed by Coca-Cola and Tahitian Treat. This might appeal to consumers seeking a caffeinated beverage for an energy boost. Based on these factors, each brand has strengths and weaknesses that could appeal to different market segments. Pepsi might attract consumers looking for a moderately priced soda with higher caffeine content, while Coca-Cola's premium pricing and brand reputation appeal to those valuing tradition and quality. With its lower sugar and calorie content, Tahitian Treat could target health-conscious consumers seeking alternatives to traditional sodas. Additionally, all three brands compete within the soda market and indirectly with

other beverage categories, offering consumers a wide range of choices based on their preferences and needs. Using Six Sigma to compare the manufacturing defect rate on your product, what could be additional reasons for the reduction in sales? What operational changes could be made to increase performance? Six Sigma is a tool manufacturers use for process improvement and quality control. Six Sigma is used to improve business performance and increase customer satisfaction. This is done by eliminating causes of defects and errors and reducing cycle and operational costs for the business (AL-Omani, 2021). Coca-Cola decided to use DMAIC and listen to their customers to make improvements. After Pepsi presented the blind test taste, Coke saw that people preferred the sweet taste of Pepsi. Coke introduced a new formula in 1985. This change showed Coke how loyal the customers were to the original taste. Using the DMAIC will aid Coca-Cola in the Defining, Measuring, Analyzing, Improving, and Controlling phases. Define- Due to the complaints from the customers about New Coke and the slow response to getting answers, Coca-Cola was able to define its significant problems. Measure- Coca-Cola used this time to measure why there was a delay in responding to customers' complaints. The call centers and hotlines were inspected to see if there was a delay in this department. Any technology or machines related to this situation were also inspected. Analyze- The data was compiled into graphs and charts to understand the massive delay between the customers and customer service.

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Improvement- Coca-Cola used their best-trained employees to train the others in the call center for better performance. This would help all employees be on the same level when answering questions and handling complaints. This would also give the customers consistency. Control phase- the control phase consists of monitoring the improvement to ensure the issues do not happen again. Coco-Cola checked in on the improvement by having the customer service department submit weekly check-in to management. Implementing Six Sigma helped Coca-Cola's customer service department react faster to customers. Identifying additional reasons for the reduction in sales: Customer complaint analysis: Gather and analyze customer complaints about product quality, taste, packaging, or other factors. This can help identify specific issues contributing to reduced sales. Market research: Conduct market research to understand changing consumer preferences, emerging trends, and competitor strategies. Insights from market analysis can reveal reasons for declining sales, such as shifts in consumer demand or increased competition. Sales data analysis: Analyze sales data to identify patterns, such as declining sales in specific regions or customer segments. This can uncover factors influencing purchasing decisions and help pinpoint areas for improvement. Product quality metrics: Evaluate product quality metrics, including defect rates, customer returns, and warranty claims. High defect rates or frequent product returns indicate quality issues that may impact sales. Operational changes to increase performance: quality improvement initiatives: implement Six Sigma methodologies to identify root causes of manufacturing defects and reduce variability in production processes. This perspective on Six Sigma acknowledges the fundamental and thorough DMAIC methodology. DMAIC outlines the specific steps that a Six Sigma practitioner is tasked with, beginning with problem identification and culminating in implementing enduring solutions (Learn About Quality, n.d.). For example, conducting DMAIC projects can lead to process improvements and lower

defect rates. Supplier quality management: Strengthen supplier relationships and implement rigorous quality control measures for raw materials and components. Ensuring high-quality inputs can reduce the likelihood of defects in the final product. Employee training and engagement: Provide comprehensive training programs on quality standards, equipment operation, and problem-solving techniques. Engage employees in continuous improvement initiatives to foster a culture of quality and innovation. Process automation and technology integration: Invest in automation technologies and advanced manufacturing systems to streamline production processes and minimize human error. For example, automated inspection systems can detect defects more efficiently than manual ones. Packaging optimization: Evaluate packaging materials and design to ensure product integrity and consumer attractiveness. Optimize packaging processes to reduce waste and minimize the risk of damage during transportation and storage. Continuous monitoring and feedback loops: Establish a system for monitoring key performance indicators (KPIs) and customer feedback. Regularly review performance metrics and customer insights, identify opportunities for improvement, and promptly address issues affecting sales. Suppose one of these soda companies experiences a decline in sales due to complaints about product quality and taste inconsistency. Six Sigma analysis reveals that manufacturing defects, such as incorrect syrup-to-water ratio and inconsistent carbonation levels, contribute to the problem. Operational changes could include:  Conducting DMAIC projects to optimize the soda manufacturing process, reduce variability, and ensure consistent product quality.  Implementing regular training programs for production staff to improve skills and adherence to quality standards.  Upgrading production equipment and implementing automated monitoring systems to maintain precise control over manufacturing parameters.

 Collaborating with ingredient suppliers to enhance the quality and consistency of raw materials used in soda production.  Establishing a feedback loop with customers to gather insights on taste preferences and product satisfaction, informing product development initiatives. By addressing manufacturing defects and improving product quality, the soda company can regain customer trust, enhance brand reputation, and ultimately increase sales performance. The pandemic caused an interruption, with employees working from home, which made them rethink their work life. Many put in their resignation, leaving businesses short-staffed and needing help to operate thoroughly. Another disruption is inflation, which increases prices and strains businesses. Lastly, there is the global tension caused by the war in Ukraine. The war has divided the global economy into separate economies emerging in different geopolitical regions. Pepsi introduced the Lean Six Sigma program to reduce seven different forms of waste. Seven forms of waste are focused on transportation, inventory, motion, waiting, overproduction, overprocessing, and defects (TIMWOOD). Six Sigma designed an experiment to find the right center line for problems related to the supply chain. The second plan focused on total productive maintenance (TPM). TPM is used to aid in reducing downtime, increasing uptime, and ensuring the long-term viability of the equipment. Ensuring the equipment runs smoothly can help avoid disruption and prevent any interruption in the supply chain. The Lean Six Sigma is set up in each division as improvements are needed. Pepsi can cut waste and increase productivity by implementing Lean Six Sigma. Tahitian Treat is a product of Canada Dry; the Six Sigma methodology used is the same as Pepsi and Coke: the DMAIC method. How would the business performance management (BPM) process impact the company? Business process management (BPM) is committed to analyzing, designing, implementing, and improving organizational processes. BPM is an integrated set of corporate capabilities related to

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governance, methods, culture, and people (Brock & Roseman, 2015). BPM drives continuous improvement, scalability, and operational efficiency by analyzing, optimizing, and improving business processes. Each department is responsible for transforming data into something else. BPM involves executing, defining, improving efficiency, and improving organizations' processes to produce goods and services (BPM, 2024). BPM is in place to help organizations be more responsive to customers' changing needs, market, and adapt to new technologies. Organizations can become more competitive and achieve long-term success by effectively managing their processes. BPM facilitates alignment between organizational goals and day-to-day operations. By establishing key performance indicators (KPIs) that reflect strategic objectives, the company can ensure that all activities contribute to its overarching mission and vision. For example, suppose the company aims to become a leader in health-conscious beverages. In that case, BPM can track product quality, nutritional content, and customer satisfaction metrics to gauge progress towards this goal. This strategic alignment helps the company stay focused on its long-term vision and make informed decisions that support its competitive positioning. Performance monitoring and measurement for BPM involves continuous monitoring and measurement of performance metrics across various business functions. By tracking KPIs in real-time or through periodic reviews, the company can identify areas of strength and weakness, allowing for proactive intervention and course correction. For instance, if sales of a particular soda variant decline, BPM can uncover the root causes, such as changing consumer preferences approach to performance management, enabling the company to maintain competitiveness and adapt to market dynamics effectively. Data-driven decision-making for BPM relies on data-driven decision- making processes, where insights derived from performance metrics inform strategic and operational choices. The company can gain valuable insights into customer behavior, market trends, and competitor activities by leveraging data analytics and business intelligence tools. Examples are analyzing sales data

alongside demographic information, which can help identify target customer segments and tailor marketing strategies accordingly. Additionally, benchmarking performance against competitors allows the company to identify areas where it lags and implement strategies to gain a competitive edge. Continuous improvement for BPM fosters a culture of continuous improvement within the organization, where processes, systems, and practices are constantly evaluated and optimized. The company can identify inefficiencies, eliminate waste, and enhance productivity across its value chain through techniques such as Lean Six Sigma. For example, by conducting regular process audits and employee training sessions, the company can streamline manufacturing processes, reduce defects, and improve product quality. This commitment to continuous improvement enables the company to stay ahead of the competition by delivering value to customers more effectively and effectively. Adaptability and agility in a dynamic and competitive market landscape, BPM enables the company to be adaptable and agile in responding to changes and disruptions. The company can quickly adjust its strategies and tactics to seize emerging opportunities or mitigate risks by closely monitoring market trends, competitor actions, and customer feedback. For instance, if a new indirect competitor enters the market with a disruptive beverage product, BPM can help the company assess the impact on its market share and devise counter-strategies to defend its position. This agility in decision-making and execution is essential for maintaining competitiveness and sustaining long-term growth. Incorporating an indirect competitor into the BPM process allows the company to broaden its scope of analysis and better understand the competitive landscape. For instance, Tahitian Treat, as an indirect competitor, can track its market share, pricing strategies, and customer demographics to assess its potential impact on soda sales. By integrating insights on direct and indirect competitors into the

BPM framework, the company can develop more informed strategies and tactics to maintain its competitive edge and drive sustainable growth.

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References Al-Omani, H (2021). Six Sigma in the manufacturing industry. https://www.quality.org/knowledge/six-sigma-in-the-manufacturing industry#:~:text=Six %20Sigma%20is%20a%20tool,as%20operational%20costs%20for%20busines s . Brocke, J & Rosemann, M. (2015). Business Process Management. DOI: 10.1002/9781118785317.weom070213 Cyfko, L. (2022). Revitalizing Lean Six Sigma at Pepsi. https://www.industrialdecarbonizationnetwork.com/personal-process-safety/interviews/ reigniting-operational-excellence-at-pepsi Learn About Quality. (n.d.). What is Six Sigma? https://asq.org/quality-resources/six-sigma

Comparative_Matrix_.edited.edited

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