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PepsiCompany has employed various communication channels which help it toattract potential customers. Some of these channels include TVCs,social media tools such as Facebook and Twitter, alongside otherplatforms. Nonetheless, the company encounters challenges whilemanaging its customer relationships through various communicationchannels. For instance, to enhance its interactions with differentclients, Pepsi Company has incorporated Customer Relationship Management (CRM) software. CRM software enables Pepsi Company totrack and systematize its contacts with its present and potentialcustomers. Further, the software collects information from an arrayof different communication channels such as company`s website, email,social media, live chat, telephone as well other avenues. IntegratingCRM approach has led to favoritism which has always resulted todissatisfaction among the clients. Also, managing and maintenance ofCRM require a considerable amount of capital which adds to itsexpenses hence decreasing its efficiency. Moreover, management ofsocial media channels requires expertise. Also, with the currenttechnology, various communication channels keep on evolving. Hence,Pepsi Company incurs expenses to trains its employees to ensure theproper management of these channels. For instance, updating of statusand posts needs to be done regularly to avoid additional expenses forthe organization without any significant impact on its revenue.Moreover, there is freedom of expression in these social platforms.Hence anyone can post negative comments concerning Pepsi Companywhich triggers negative emotions over a larger scale this will hencebe reflected in a decrease in the company`s sales (Armelin, 2015).

Anotherchallenge Pepsi Company faces is identifying its target marketthrough various communication channels. Young adults mostly usesocial media channels such as Facebook, advertising on radios and T.Vchannels will mostly capture the attention of the adult. Hence, itshould include Facebook ads that appeal to young people.


Armelin, al. (2015). Referral programs, customer value, and the relevanceof dyadic characteristics. InternationalJournal of Research in Marketing32(4): 449–452.

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