 At
Quaker, a unit of PepsiCo Beverages & Foods, we recognize that our financial
managers must be well rounded with strong analytical and communication
skills. We are committed to hiring innovative and ambitious people with
the potential to flourish in an exciting and challenging environment.
Participants progress through the organization at their own pace based
upon their job performance and position availability. After the rotation
assignments, each participant will progress through various managerial
positions, leveraging the broad skill set developed through the program.
Past participants in Quaker’s Finance Rotation Program
hold several leadership positions at the company, including Director of
Corporate Planning and Director of Finance for Gatorade North America.
Quaker seeks motivated and innovative MBA’s with solid analytical and
problem solving skills. Candidates must communicate effectively in order
to work with and make recommendations to senior management and cross-functional
groups. You must be a strong team player with the ability to value the
unique, professional, educational, and personal experiences that each
person contributes to Quaker. If you possess strong communication skills
and are a team player with the desire to succeed, Quaker’s Finance Rotation
Program may be right for you!
| 8:00 |
Get off the el train at
Washington and Wells; walk 5 blocks to the office and pick up a
free bowl of oatmeal in the cafeteria. |
| 8:15 |
Check and respond to voicemail
and e-mails; one new meeting added for tomorrow. Pull up Daily Sales
Report - Gatorade volume in the West looks strong while the East
is meeting forecasts despite poor weather; snack business continues
favorable trend versus last year. |
| 9:00 |
Meeting with Supply Chain
counterpart to discuss expected costs for balance of year. Confirm
volume assumptions for Q3 and Q4. Open question: how will higher fuel
costs affect shipping expenses? |
| 10:00 |
Nielsen Grocery volume available
today - talk with Marketing and Market Research about whether the
increased share we picked up in the last four weeks is likely to be
temporary or permanent. Open questions: how will competitors behave
over the next three months; should we insert new brand assumptions
into the volume forecasting model? |
12:00 |
Lunch with friends from Corporate
Planning - talk about our respective weekends; not surprisingly we
all spent time outdoors - one at Wrigley Field, one at the Art Fair,
one at the lakefront. |
| 1:00 |
Meet with brand team to discuss
marketing tactics for next year. Discuss advantages of alternatives
and associated growth opportunities. Everyone leaves with a few follow-up
questions to work on; we’ll regroup next week. Open question: what
consumption profile should we prefer - high usage among a narrow user
group or lower frequency across a broad penetration? |
| 2:30 |
Discuss next week’s team
meeting with my manager; we both want to find a different way to present
our year-to-date results to the division president and brainstorm
pros and cons of different formats. Open question: how do emerging
accounting principles impact past and future sales and profitability? |
| 3:00 |
Work on building a competitive
P&L; we’re heading into our strategic planning process and want
a better understanding of our main competitor’s financial position.
Open question: what volume growth is required for our competitor to
break even? |
| 4:00 |
Continue analysis of new
product financials; team meeting is Friday and the new product margin
information from R&D needs to be built into the DCF valuation
model. Open question: does the unproven production technology demand
a higher project return in order to move forward? |
| 5:30 |
Send responses to e-mails
and voicemails. |
| 6:00 |
Leave work and go to the
on-site fitness center; get in a great workout, drink some Gatorade
and head for home. |
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