Co-creating the strategic direction for a FMCG MNC in Vietnam

Client Context

Suntory PepsiCo Vietnam Beverage (SPVB) was formed in 2013 as a joint venture between PepsiCo International Vietnam Company and Suntory Holdings Limited. With the new management team in place SPVB set about establishing its Vision and Roadmap for the next 3 years. Core Creators was engaged to help co-create this journey. The emphasis was on leveraging the strong synergy between PepsiCo and Suntory as JV partners to lay out a Vision for the next 3 years.

Our Approach & Solution

Kevin Balm of Core Creators facilitated a three-day workshop with the Leadership team in May 2013 resulting in a clear Vision and Roadmap to achieve the business results from 2013 to 2016. With the help of Core Creators all the strategic initiatives and enablers were identified during the workshop and cross-functional task forces formed to develop and execute the same. In 2016 a similar Leadership team workshop was held along the theme of “Good to Great”, again, generating a rolling Roadmap for SPVB to 2019.

Central to Core Creators collaboration with SPVB is the approach to co-creation – The Technology of Participation (ToP) methodology. ToPTM is an effective structured facilitation process that promotes collaboration across teams and generates productive dialogue amongst the participants. 

SPVB again engaged COrE Creators in 2021 to design and facilitate an online Strategic Visioning process for their Leadership team.  The process encompassed 5 online workshops

  • an Excom session that established the business aspiration for the next five years followed by
  • 3 sessions for frontline, operations and support functions to translate the business aspiration into function specific outcomes and initiatives.
  • Lastly, an integration session with the entire Leadership team of 50+ members to integrate the outputs, set measurement metrics and develop cross-functional execution roadmaps.

The Results

This process enabled in pooling the contributions from different functional teams with participants being fully engaged in achieving the desired outcome.

The outcome of both the interventions helped establish clarity and ownership of the leadership team around enterprise strategy and execution roadmap.

Purpose: Establish governance systems, protocols and charter of authorities to ensure adequate internal controls and statutory compliances.
Read More

Purpose: Build a discipline of planning, monitoring, reporting and reviews to ensure delivery of the entity’s projects and plans.
Read More

Purpose: Reform/renew an entity’s existing capacities (e.g. structure, capabilities, systems, infrastructure, technology, etc.) for adaptability & agility.
Read More

Purpose: Define the entity / function / team capacities (e.g. structure, capabilities, systems, infrastructure, technology, etc.) required to effectively execute the vision and strategy.
Read More

Purpose: Build a shared clarity across the team, function and/or entity on their growth / development aspirations and strategies to achieve those aspirations.
Read More

Purpose: Define the overall transformation that the entity aspires for
Read More

Purpose: Embed a culture that drives individual and team energies to perform to achieve an entity’s goals on a sustained basis.
Read More

Purpose:Embed a culture to promote agility to innovate to meet the emerging needs of consumers/customers/community.
Read More

Purpose: Embed a culture that inspires people’s discretionary effort and sustains a “want-to-do” attitude rather than “have-to-do” at a team, function and/or entity level.
Read More

Purpose: Embed a culture that is based on core values, aligned with the Mission, Vision and Strategy at a team, function and/or entity level.
Read More