Frito-Lay's Plan Review

Key components to Frito-Lay's Plan review

Frito lay had planned to improve in varied aspects of its operations. The key components in the company's plans probing reviewing are:

Goals- Productivity improvement and acquisition of control in the operating process

Management decision making

Strategies - Micromarketing strategy

IT strategy

Business strategies

Projects- Information technology systems

Reorganization

Justification

Goals envisioned by Frito-Lay corporate management was to improve productivity through controlling the processes in operating areas. Reviewing these aspects will garner more integral plans which will lead to maximum performance of the company. According to (Benson, Bugnitz & Walton, 2004) organizations formulate goals with best outcomes envisioned though this does not negate the approaches taken by Frito-Lay.

The decision making process was envisioned as a long term goal in Frito-Lay. It emerged that through incorporation of information infrastructure in the organization, decisions would be more enhanced. This factor must be reviewed to impact fully on decentralization and centralization of decision making simultaneously.

Micromarketing was the strategy envisioned after low profits in 1986. The strategy calls for reviewing as it never initialized as projected. The reason being that, for this strategy to be realized, the company had to understand it performance which led to introduction of information infrastructure.

The IT strategy was meant to facilitate acquisition of information for the company's operations hence data collected influence corporate decision making. Reviewing of this aspect would be facilitated through formulation of a systematic process to be followed. More so, deriving approaches on how to deal with information on all practices within the organization.

Frito-Lay, Inc. had major shortcomings in their business strategies focus on the sale and account areas which were deemed to be low performing. Benson, Bugnitz and Walton (2004) indicate that, developing focus especially related to a new approach, it is vital to consider the whole organization. It can be argued that, segregating the low performing areas could have propelled more liabilities in relayed information.

Information infrastructure was Frito-Lay's plan to assist the operations within the company as well as the corporate decisions. It was meant to provide information from internal aspects in the organization as well as external factors such as competition and pricing. Reviewing this project would enhance development of strategies in reference to information facilitating easier understanding of the organization hence quality decision making.

Reorganization of the company's operations is another aspect that requires reviewing. Due to reorganization of the operations major responsibilities were diffused leading to more problems in retrieval of information. As a result, information retrieval from analysis led to slow realization of plans in form of decision making.

Effective communication of plans

Communication in business, especially if based on plans has to consider efficiency to implicate on management decisions (Ireland, Hoskinsson & Hitt, 2008). Based on that communication of plans between involved staff within Frito -Lay proves to be unreliable as the outcomes relayed correlates to the approaches implemented. According to (Ireland, Hoskinsson & Hitt, 2008), one strategy to consider in communicating plans effectively is the organizational structure. More so, in any given organization, information is relayed in a hierarchical order so as to facilitate plans adjustments before the presentation to the senior management. In the case study, Frito-Lay, Inc. had developed a system of communication where purchasing and manufacturing operations relayed their report to the area general manager, AGM. This flow has no considerable alignment to hierarchical organization.

Another approach to communication of plans involves the sequence applied in the communication process (Ireland, Hoskinsson & Hitt, 2008). This indicates how often communication is done based on plans formulated. Timely communication of plans derives approaches to decide the feasibility concept. More so, adjustments are emphasized with continuous assessment if the plan is viable within the scope formulated. In reference to Frito-Lay's case, there were no schedueled plans communications for considering opinions. This can be aligned to the CEO implementing the best approaches