""We had to pivot," Tse told Fortune, "by grouping our markets not by their 'market development' stage, but by their 'COVID development' stage." In just 12 hours, her team abandoned the traditional model that grouped Chinese cities by the maturity of their consumer markets instead mapped operations around the pandemic: which provinces were entering lockdown, at peak restrictions, or reopening."
""It was a crucible," she remembers, "but I think about how it trained the character and muscle of our associates." This experience has prepared her team for new challenges as they navigate the complexities of the Asia-Pacific market."
""By 2030, two-thirds of the global middle class is going to be in Asia," Tse points out. "We're going to add another billion people to the middle class, and that presents a significant opportunity for growth in our sector.""
During China's zero-COVID campaign, PepsiCo factory workers faced extended on-site stays to maintain production. Anne Tse, overseeing operations, shifted market strategies to align with COVID conditions rather than traditional consumer maturity. This pivot involved mapping operations based on lockdown stages across provinces. As Tse leads PepsiCo's Asia-Pacific Foods division, she addresses diverse market demands across emerging, mid-range, and mature markets. The company is also focusing on growth in Asia amid restructuring efforts in the U.S. market, anticipating significant shifts in the global middle class by 2030.
Read at Fortune
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