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 Summary
In the era of 2006 a lady named Indira
Krishnamurthy Nooyi, became the first CEO of
PepsiCo. At the age of 50 she was listed among
100 women in world most powerful women in times
magazine. As per Forbes she was 3rd most powerful
women. in fortune magazine she was ranked 1 st for
three consecutive year.

Nooyi joined PepsiCo as a (SVP) senior vice

president, strategic planning, as we know PepsiCo
was world largest portfolio of billion dollar food
and beverage brands including 19 different product
lines with more than $ 1 billion in annual retail
sales.

As a strategist she took the charge, worked a lot

with the PepsiCo restaurant business and find out
the suitable solution of it. Nooyi concentration
toward her job and her delightedness made her as
PepsiCo Chief Financial Officer (CFO) in year 2000.

In year 2006 she became the Chief executive

officer (CEO) of PepsiCo with a vision
´performance with purposeµ as a leader she
implemented many strategies in the company such
as fun for you, good for you and better for you. In
her leadership company undergo many economic
challenges but she handled all the challenges and
helped the giant company to grow and develop in a
sustainable manner. The company saw several
improvements in her leadership and the turnover
increased from $ 1 billion to $1.2 billion in such
shorter period of time.

As a leader she was criticised also for her lack of

operational skills, mercenary handling and issue in
India etc.


1.The leadership traits of president of PepsiCo, Indira
nooyi was as follows;
[ Visionary
[ Problem solver
[ Ootivation
[ Planner
[ Cooperative
[ Adjustable

2.The progress under the leadership of nooyi are;

[ Change in strategic planning
[ rrowth in sales
[ Increase in profit
[ ‰orked on the loss making sector of the PepsiCo
and changed the situation
 [ As a leader well managed the company and
made profit of $1.2 billion
[ Improved the brand name of PepsiCo by takin
several steps such as fun for you, good for you,
better for you
[  andled the company in economic slowdown and
made profit

3.Responsibilities she followed as a CFO to a CEO;

[ Finance
[ Strategy
[ Rusiness-process optimization
[ Information technology
[ As a member of board of directors

4.rrowth of PepsiCo as during the leadership of Indira

nooyi are;
[ In August 2001 PepsiCo purchased the Quaker
Oats Company. On the morning that the
acquisition was announced, Nooyi went to
temple and prayed. During the arduous
negotiations, she demanded a limit on the stock
price of no more than $105 a share for Quaker
shareholders. According to Steven Raronoff , co
head of mergers at Oerrill Lynch, which
represented PepsiCo, "Throughout the whole
process, she was disciplined and held very firm"
( Contra Costra Times , December 10, 2000).
[ Adversaries underestimated Nooyi at their peril.
Financial professionals greatly admired her
strengths and focus. Andrew Conway, a
beverage analyst with Oorgan Stanley Dean
‰itter, noted that "Indra is extraordinarily
financially detailed«. ‰ith Tropicana, she was
willing to take a lower-return-on-asset business
because she saw a way to improve it to get
strong margin growth.  er ability to find value in
an acquisition is very high" (Contra Costra
Times , December 10, 2000).

[ Roosting the company's annual revenue growth

over its historical 6 percent growth rate. In 2003
the company announced that it was on track to
realize its goal of achieving $400 million in
synergies by the end of fiscal year 2004. Nooyi's
next move was unclear as of early 2004. Some
industry insiders predicted that she would be
moved to another area of the company to gain
experience running her own business division.
Rather than a step down, the move could
ultimately catapult her to a takeover at the top.
Even as one of the few women in corporate
America's highest echelons, and the only  indu
woman in 2004, Nooyi had an unbeatable
attitude: "I'm sure a glass ceiling exists, but it's
both transparent and fragile so you can break it"
(Rusiness India, January 8, 2001).