Organisational Structure of Gatorade : Gatorade is a brand of flavored non-carbonated sports drinks manufactured by PepsiCo and distributed in over 80 countries.[1] It was first developed in 1965 by researchers at the University of Florida, as a means of replenishing the fluid, carbohydrates and electrolytes that are divested from the body during physical exertion. Its name was derived from the school’s football team, the Gators.
Originally produced and marketed by Stokley-Van Camp, the Gatorade sports drink brand was purchased by the Quaker Oats Company in 1983, which was acquired by PepsiCo in 2001. As of 2009, Gatorade is PepsiCo’s 4th-largest brand, on the basis of worldwide annual retail sales. It primarily competes with Powerade and Vitaminwater worldwide, as well as Lucozade Sport in the United Kingdom. Within the U.S., Gatorade accounts for approximately 75 percent market share in the sports drink category.

President

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Carla Cooper

Finance & Strategic Developm...

CK


Like the Internet, empowerment pushes complexity out to individuals and groups capable of engaging it. The buck doesn’t “stop here” anymore and management at the center of the company no longer assumes responsibility for the bulk of the workload. Instead, that workload is broken down into more manageable segments and shouldered by those who understand their piece best. This engages employees and increases their motivation.

The Matrix

The matrix structure usually means you have more than one boss, as the reporting and hierarchy lines are often blurred by the siloed structure depending on the distinct focus. The specific examples he raised within his company was around the establishment of an acquisition group whose sole purpose was to acquire new customers for the entire company. This group reported into a separate sales division, but horizontally to the other product and customer coverage segments, thereby having more than one accountable leader, by organisational design and rendering that leader ineffective due to the multiple masters he or she had to serve.

At that particular discussion other participants in the conversation soon chimed in, citing the exact same phenomenon as occurring in their organisations and stating that it was a major impediment to conducting an effective and efficient sales and marketing function. Maybe, for that matter conducting or doing work in any function when the structure calls for a matrix can be disarming. Even on a very personal level I had to quit jobs because of the level of conflict I faced handling two bosses
 
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