XXXX Communication Plan

1. XXXXCommunication Plan 1

2. Agenda • XXXX – Communication Strategy • Premise of all communications • Stakeholder Benefits • Communication / Training Strategy • Roll out plan • External • Internal • Training • Next Steps 2

3. Communication Strategy Ensure all XXXX and XXXX-related change communications convey the proper message(s) in the proper format(s) using the proper vehicle(s) to the proper party(s) at the proper time(s). Ultimately this will increase our ability to partner in our mutual endeavors over the long term while reducing the probability of disruptions occurring within our supply chain and related systems in the short term. 3

4. 5 50 500 5000 Audience Communication Methodology: Message becomes less technical yet specific to that stakeholder Internal Stakeholder drives message to business partner 4

5. Premise • XXXX employee internalization of change is critical to external execution • Translate “XXXX-Speak” into English • Prioritize business critical items (sell/ship, purchase/pay). • Utilize existing resources to close the loop with customers. • Align all external, internal, training and cut-over communications. • Keep communication lines open post go-live to reduce risk. • Outline action items, next steps, dates and responsibilities. • Internal Stakeholders own, authorize and endorse all communiqués. • Outline audience benefits in all communication. 5

6. Stakeholder Benefits 6

7. Benefits to XXXX Customers • Implementation of XXXX delivers the following benefits to our customers: • Improved order delivery performance and inventory information • Better quality due to enhanced vendor/production performance • Reduced points of contact with our company • Enhanced functionality within all “end to end” processes • Fewer transactional errors due to standardize process 7

8. Benefits to XXXX • Implementation of Project XXXX delivers the following benefits to XXXX: • Enhanced employee productivity levels • Enhanced ability to leverage our mass - Procurement • Better decision making tools • Increased ability to compete with our peers on a more level field • Enhanced knowledge sharing will increase productivity • Aligns with CS mission to radically increase operating efficiencies in order to achieve its value creation goal for “top line growth”. 8

9. Benefits to XXXX Vendors • Implementation of XXXX delivers the following benefits to our vendors: • High performing vendors will benefit from strategic vendor status • Vendor monitoring will reward our best business partners • Standardized process will result in fewer errors overall • Enhanced inventory management will ensure optimum inventory levels of vendor materials are maintained • Faster more accurate turnaround of invoices 9

10. All Communication / TrainingCalendar 10

11. FFS D.A. Notification 6 Key tasks Bottler Notification Vendor Notification Internal Information Sharing Training Cut Over 11

12. 1 2 3 Stakeholder Identification Message Development & Action Plan Execution of the Action Plan Elements External Internal Key Inputs Key Drivers Customers Vendors XXXX Employees ISH Feedback Communication Timing Bottlers Direct Process Method of Communication Contract Employees Ingredient FFS Direct Distributors NFDA’s Technology Package Internal Ownership Logistical Logistics Airlines Training Needs Follow Up* Plant Military Cut Over timing / requirements Close Loop Co-ops In-direct Key Learning Asia / Pac & Europe Slush Puppie Sales & Marketing Manu. Motts - HP Support Services Three Steps to Successful Change Integration 12

13. Identified External Stakeholders - Sort process Vendors sort criteria: (Subject to PBS Input) • $ Spent • Frequency of purchase • Availability of alternate providers (monopoly providers) • Change elements to be communicated (Scope) • Internal Stakeholder affiliation • P.O.vs. non P.O. vs. P-Card vendors Customer sort criteria: • Internal Stakeholder alignment • System affiliation • Change elements to be communicated(Scope) 13

14. 1 2 3 Stakeholder Identification Message Development & Action Plan Execution of the Action Plan Elements Internal Key Inputs Key Drivers ISH Feedback XXXX Employees Communication Timing Process Method of Communication Contract Employees Technology Internal Ownership Logistical Training Needs Follow Up* Cut Over timing / requirements Close Loop Key Learning Asia/Pac & Europe Three Steps to Successful Change Integration 14

15. Sort and select all Internal Stakeholders Generate Demand / Plan for Profit • Financial Planning and Sales Forecasters Vendor to Pay • Department Heads, St. Louis Procurement & A/P Customer to Cash • STC, FFS Customer Service & A/R, Slush Puppie Produce to Plan • St. Louis Plant, Lanter Warehouse and Slush Puppie Continuous Support Finance • Corporate Finance & Treasury (Stamford) 15

16. C2C/P4P/CSF V2P Key Internal Stakeholders List GD/BGT/MD P2P/LE/HR 16

17. Customer 17

18. Customer Count / Contact Count How many customers do we have…250,000 How many do we need to communicate with…2784 What do we need to communicate? When do we need to communicate? 18

19. Customer Sort: Communication Needs ReceiveConcentrate/Syrup Communication Elements Invoiced Only Communication Elements Special Needs Communication Elements ` • Global Initiative SAP - Benefits • Business freeze / cut-over details • Inventory load request • New Customer Number (STC) • New Product Numbers • New Product Description (example) • New Lock Box / Bank Location • DOTWD, ECR, EPS, Product Transfer • Global Initiative SAP - Benefits • New Customer Number (STC) • New Product Description (example) • New Lock Box Information • Global Initiative SAP - Benefits • Slush Puppie customers mailed disc containing; • New material / acct #s • Southwest Airlines EDI incoming feed managed by interface ITC2 • Electronic Payment Processing • Contact 7 by phone - STC • Delivery Agents – Instill / Imany • Reconciliation / Rebates 19

20. Customer Communication- On the Radar Day of the week delivery Transfer case reporting Electronic case sales reporting – 732/1116 (66%)bottlers report via ECS Electronic pricing submission – 831/1059 (78%) servicing bottlers registered 20

21. Vendor 21

22. Vendor Count How many vendors do we have…13,459 How many will we continue to deal with…1,482-6080 How many do we need to communicate with…1,482-6080 What do we need to communicate? When do we need to communicate? 22

23. Communication Hierarchy In Scope Suppliers Communication Elements Not in Scope/Non SAP Communication Elements In Scope – Special Needs Communication Elements • Bus. Freeze Detail • New P.O. Process • New P.O. Format • P-Card w/a • New Material #s • New Vendor #s • New Material Desc. • Central Receipt Invoices • Vendor Perf. Monitoring • PBS • Inventory load • Courtesy memo only • No follow up required • All Yellow Level Plus • Material Samples Request • Quality Management Specs (New) • Shipping Method Designation • Delivery - P/U - Collect - Fed-Ex 19

24. External Communication Calendar 24

25. Timing and follow up Period identified External Stakeholder or group identified Internal Stakeholder or group identified Communication method (s) identified 25

26. Internal Communication / Training 26

27. WE ARE HERE! MASTER DATA / SUPER USERS RECEIVE EARLY TRAINING SUPPLIMENTAL TRAINING PRODUCTION OPERATORS LABS Transition Calendar 27

28. Next Steps The XXXX Team will take full responsibility for: • Stakeholder identification (internal/external) • Message development and distribution to owning department • Securing “follow up” resources • Ensuring that nothing leaves the office before it is reviewed and approved by the Key Internal Stakeholder(s). What do we need from the business to ensure success? • APPROVE • ENDORSE • EMBRACE • OWN … ALL COMMUNICATION AND ACTION PLANS 29