With over 25 years of experience, Mustafa Shamseldin, Category Growth Officer & CMO of International Foods at PepsiCo has served in leadership for some of the world’s most valuable global brands, and created others from scratch.
In his current role as Category Growth Officer & CMO, International Foods at PepsiCo, Mustafa oversees the Global Foods Group—driving a fully integrated end-to-end agenda for some of the most valuable Global Foods Brands like Lay’s, Doritos, Cheetos, PopCorners and Quaker
[VW(1] —while transforming the portfolio to positively impact people and the planet.
Mustafa has been with PepsiCo since 2008. His previous roles include General Manager of Saudi & Yemen Beverages, Vice President for Sales & New Business Development, Senior VP for Foods in Asia, Middle East and North Africa, and Chief Marketing Officer for Africa, Middle East and South Asia sector. He has also held the esteemed role of a judge for the Entertainment Lions category for the 2022 Cannes Lions International Festival of Creativity.
Following is the conversation that we had with Shamseldin.
As the Category Growth Officer & CMO of International Foods at PepsiCo, how would you describe the current trends and challenges in the international food industry, especially in relation to wholesale food distribution?
The consumer-packaged goods industry operates in a dynamic landscape, navigating through constant external influences. At PepsiCo, our strategy revolves around close collaboration with local teams throughout our entire supply chain, ensuring the efficient delivery of our diverse range of products to consumers globally.
At the core of our strategy is the adaptation of our product portfolio, with the goal of delivering value wherever consumers shop for our products. Understanding that consumers seek value in various forms—be it the right price point, a balance of cost and quantity, or added benefits for a premium—shapes our direction. Understanding the differing consumer perceptions of value across various trade platforms remains a paramount consideration in our strategies and operations.
The hyper-local approach is a trend that is revolutionizing many markets. Could you highlight some examples of flavor and product innovations derived from regional preferences, which have shaped your global product portfolio?
My leadership philosophy revolves around innovating with an entrepreneurial mindset, ensuring diverse perspectives are represented in decision-making, and ingraining community impact in every facet of our brand operations
Lay's, a globally recognized brand with a talent for local adaptation, excels in infusing local flavors into its product for success worldwide. In Egypt, Lay's tailored flavors to the culture's inclination for enjoying everyday moments through food, introducing unique pairings inspired by traditional eating habits. This experience, coined as the "bite and bite," was transformed into three distinct limited flavor SKUs – Falafel with pickled lemon, Asian sandwiches with garlic paste and Mix grill with “haty” salad – enhancing consumers' meal experiences and bringing joy through innovative and culturally relevant combinations. Lay's market strategy included partnerships with Talabat, local restaurant integrations, and collaborations with Egypt's top chefs to seamlessly integrate new flavors into diverse dining experiences.
Moreover, Lay's Magic Masala stands out as a prime example of global flavor innovation rooted in cultural preferences. The nuanced variations between Lay's Pakistan Masala and India's Magic Masala illustrate the brand's attention to cultural nuances, evoking nostalgia and resonating with specific consumer tastes. Notably, Magic Masala has become a significant contributor to Lay's volumes in India, showcasing the success of catering to regional flavor preferences.
Could you explain your approach to utilizing flavor as a growth engine and competitive advantage?
Across our diverse portfolio of brands, we harness the power of flavor as a gateway to understanding global food cultures. This approach not only allows us to craft personalized food experiences but also enables us to expand our consumer base significantly, ultimately driving growth. By leveraging flavor insights, we aim to make our products appealing to a wider audience and create new consumption occasions that resonate with diverse consumer preferences.
Doritos stands out as a prime example of leveraging flavor preferences to introduce innovative culinary experiences tailored for specific consumption moments.
Doritos After Dark introduced fans to a new realm of after-hours eats, featuring a globally inspired culinary menu crafted with classic Doritos flavors. The lineup included Doritos Flamin' Hot Cool Ranch Corn Puppies, Doritos Spicy Sweet Chili Chicken Bites, and Doritos Cool Ranch Loaded Pita.
This initiative not only reshapes consumers' perception of Doritos but also underscores our dedication to adapting to evolving consumer preferences and broadening the range of consumption moments for our products.
Before your stint at PepsiCo, what were some of your previous experiences that led you to develop a deep understanding of marketing strategy, marketing research, consumer behavior, brand management, and business strategy?
Throughout my professional journey, I've predominantly held operational roles, including serving as a general manager and overseeing various regions within the PepsiCo business. Coming from an operational background, collaboration becomes pivotal for driving meaningful change and I’ve learned that you can’t transform a business in a silo.
Additionally, I’ve learned that it's essential for our teams to consistently uphold the brand's purpose across the entire value chain, extending beyond just marketing. Crafting compelling activations and experiences for consumers demands a profound alignment with the brand's purpose. Given the evolving landscape and heightened consumer expectations, our approach must adapt to meet these changing demands.
We also must leverage our Global category teams by integrating them seamlessly with our global functions and capabilities. This unified approach enables us to harness their collective potential and translate it into actionable strategies and initiatives. By fostering this integrated working model, we aim to maximize the effectiveness and impact of our global capabilities across the board, driving greater success and innovation.
On an ending note, what is your advice for fellow senior leaders and CXOs working in the food industry?
As leaders, our goal goes beyond brand management; it's about unlocking their potential to be culturally relevant, infusing them with purpose, while creating an iconic brand consumers resonate with. Historically, brands achieved iconic status through distinctive product features, yet today, consumers expect brands to do more and act with responsibility.
Our aspiration for PepsiCo is to change the future of food in the world. It’s a big vision but one we are committed to achieving. We want to do that by evolving the products we sell, what our brands talk about, and how we interact with consumers. What matters most to me as a leader is the impact we make. My formula is to innovate like we own the business; have diverse thinkers around the table; and embed community impact in everything we do. This, I believe, is the mindset leaders should embrace when building brands in this space.
We touch a billion people a day through our products – that’s across 200 countries and territories around the world. That’s a tremendous platform and it is also a tremendous responsibility. Our guiding principle becomes how can we harness this to have a positive impact for people and the planet. This is the power of positive brands.
