In order to increase the productivity of its integrated business model, the Dr. Pepper Snapple Group announced reorganization in late 2008. Before we can analyze these changes for their causes, means and effects, it is important to point out the fact that the organizational changes are designed to allow the organization to focus better upon its key customer markets. In order to do so, the Dr. Pepper Snapple group decided to modify its distribution network alongside other factors.

The organization launched its plan for the incorporation of change in the form of reforms in the corporate dimensions of accountability, decision making, drive simplification and enhance retail execution processes (Walsh 2008). The management of Dr. Pepper Snapple group stated in numerous press releases surrounding the reorganization that the prime motive for the integration of this change was to make sure that the organization did not lose sight of the significance of its customer’s requirements. Establishing a cause and effect approach, the producer of prominent brands such as 7UP, Mott’s, A&W, Sunkist Soda, Canada Dry and Hawaiian Punch, chose to realign priorities with its channel partners in order to allow for a smooth transition from the current state of operations, to the modified form of infrastructure that the reorganization process is hoped to bring.

The manufacturer, marketer and distributor of over 50 brands announced its involvement in the process of altering its direct-to-store distribution as well as its national warehouse distribution network in order to allow for the streamlining of priorities (Walsh 2008). To achieve this purpose, Dr. Pepper Snapple Group has also used hiring as an instrument by hiring new personnel at positions that are vital to the success of the reorganization process. The hiring of the new personnel is meant to target not only the brand portfolio but also numerous brand-led sales programs that the organization is currently working on.