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Investor MeetingNew YorkMay 1, 2008

Investor MeetingInvestor MeetingNew YorkNew YorkMay 1, 2008May 1, 2008

Ken HannaCFO Cadbury Schweppes

Ken HannaKen HannaCFO Cadbury SchweppesCFO Cadbury Schweppes

Larry YoungPresident and CEO

Larry YoungLarry YoungPresident and CEOPresident and CEO

To Be the Best Beverage Company in the Americas

Disclaimer

The Dr Pepper Snapple Group, Inc, investor presentation is being made available to the public pursuant to the requirements of Regulation FD of the Securities Exchange Act of 1934, as amended.

Safe Harbor Statement

This presentation may contain “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended (which Sections were adopted as part of the Private Securities Litigation Reform Act of 1995). These forward looking statements are based on a number of assumptions concerning future events and are subject to numerous risks, uncertainties and other factors, many of which are outside the Company’s control. These risks, uncertainties and other factors, include, but are not limited to those set forth under Item 1A of Amendment No. 5 to the Company’s Form 10 filed on April 22, 2008 and the related Preliminary Information Statement filed therewith. The anticipated results described in the forward-looking statements could be materially different from the actual events and results. DPS disclaims any intention to, and undertakes no obligation to, revise any forward-looking statements, whether as a result of new information, a future event, or otherwise.

Please refer to the “investor center” section of Cadbury Schweppes website at http://www.cadburyschweppes.com under the heading “Press releases” to find disclosure and a reconciliation of any non-GAAP financial measures contained herein.

• Cadbury decision to demerge Americas Beverages

• Expanded Bottling Group footprint

• Relocated R&D facility to Plano

• Announced key leadership changes

• De-layered organization

• Cadbury decision to demerge Americas Beverages

• Expanded Bottling Group footprint

• Relocated R&D facility to Plano

• Announced key leadership changes

• De-layered organization

2007: Laid Foundation for Future Growth

Continued to Deliver Strong Operating Results

Revenue $'bn

2004 2005 2006 2007

Segment Op. Profit $'bn

2004 2005 2006 2007

23% CAGR

6% CAGR

$5.7$5.7

$1.1$1.1

Confident in Our Future

Proud Heritage in CSDs

A Long and Celebrated History

• Oldest major soft drink in the US (Dr Pepper 1885)

• First carbonated beverage in the world (Schweppes 1783)

• The original “un-cola” (7UP 1929)

• Mexico’s oldest mineral water (Penafiel 1928)

• Oldest major soft drink in the US (Dr Pepper 1885)

• First carbonated beverage in the world (Schweppes 1783)

• The original “un-cola” (7UP 1929)

• Mexico’s oldest mineral water (Penafiel 1928)

CSDCSD

+0.5% CSD ’03-’07 CAGR

A long and celebrated historyA long and celebrated historyDPS Volume MixDPS Volume Mix


Strong Portfolio of Well Loved, Leading Brands


Portfolio of Powerful Brands

Ranked #1 or #2 In Their Categories

#1

#1

#1

#1

#1

#1

#1

#1

#2

#2

#1 Flavored Company in the US

1 Mountain Dew 22.7

2 16.5

3 Sprite 10.3

4 4.6

5 3.6

6 Sierra Mist 3.2

7 3.0

8 2.0

9 Fanta 1.5

10 1.3

2007Rank Non-Cola Brands $ share

2007Rank Non-Cola Brands $ share

Source: Nielsen

6 of Top 10 Flavored

CSDs

#1 Flavored CSD

Company


Building Presence in Non-Carbonated Beverages and Mexico



Leaders In Premium Teas and Branded Juice & Sauces

A Leading RTD Tea. #1 in Premium and Super Premium. A Leading RTD Tea. #1 in Premium and Super Premium.

#1 Multi-serve Apple Juice and Apple Sauce #1 Multi-serve Apple Juice and Apple Sauce

A Leading Vegetable JuiceA Leading Vegetable Juice

#1 Fruit Punch#1 Fruit Punch

Small But Attractive Presence in Mexico and the Caribbean


Flexible Route-to-Market, Scale Network and Valued Customer Relationships




• ~40% of DPSG volume

• Coke affiliated bottlers

• Pepsi affiliated bottlers

• Independent bottlers

• ~40% of DPSG volume.

• 75% DPSG brands & 25% co-pack/3rd

party brands

• 9,000 routes

• >200 DCs / 25 manufacturing locations

• 200K customers


• Key products: Mott’s, Hawaiian Punch, IBC, Clamato, Mixers, RealLemon/ Lime, etc.


• Primarily Dr Pepper fountain syrup via bottlers / warehouse

Broad and Flexible Route-to-Market

Third Party DSD Warehouse FoodserviceCompany

Owned DSD

Capable of Handling Products With Varying Characteristics

3rd Party DSD Company Owned DSD Warehouse/Fountain

Total

Expert in Manufacturing All Beverage Forms

Hot FillHot Fill

AsepticAseptic

Cold FillCold Fill

Special CapabilitiesSpecial Capabilities

Bottling Group Integration Providing Scale and Distribution Muscle

ManufacturingManufacturing

Propak

Carteret

Holland

Columbus

Carlstadt

Northlake

AspersWilliamson

St. Louis Louisville

Sacramento

Southern CA

Ottumwa

Miami

Irving

HoustonSan AntonioOpelousas

Jacksonville

Tlajomulco

Xalostoc

Tehuacan

VernonBuena Park

Tecate

Beverage Conc.Finished GoodsBottling GroupMexicoRegional Manuf.

Bottling Group FootprintBottling Group Footprint

Customer Centered Growth Model

CategoryManagement

Expertise

Customer MarketingExpertise

ImmediateConsumption

Solutions

Strategic SalesLeadership

CustomerCenteredGrowth

Delivering Key Customer Wins

Supermarkets

Front-end FLM strategic partner, mixer & gourmet section category captain

Mixer & Gourmet category partner. Sauce & Apple juice segment partner

Mass Merchandisers

C&G and Foodservice

100% distribution

65% availability

#2 soft drink

Vendor of the year

CSD & RTD Tea & mixer category partner

Supplier of the yearBillion Dollar Supplier

Front-end partner

Mixer category partner





Right Leadership Team, Building Capabilities For the Future


Over 200 Years of Industry Experience


Randy GierMarketing and R&D

John StewartCFO

Rodger CollinsBottling Group

Jim JohnstonBev Concentrates &

Finished Goods

Pedro HerranMexico and Caribbean

Derry HobsonSupply Chain

Larry SolomonHuman Resources

Jim BaldwinGeneral Counsel

Building Capabilities And Sharing Best Practices

• Sensory science / flavors

• Nutrition / analytical chemistry

Research & Development

Efficient Network

• Sweetener technology• Package design• Prototyping (Irving)

• Flexible route-to- market (third party, co. owned, warehouse)

• Manufacturing excellence (lean 6 sigma)

Insights & Marketing

• Track 106 trends• Focus on 6 key

themes

• Modest budget...Big “impact”

• Brand licensing

Complemented by a Strong and Experienced Board of Directors

Wayne Sanders (N)Chairman

Larry YoungCEO DPS & Director

John StewartCFO DPS & Director

Jack Stahl (C)Director

Terrence Martin (A)Director

M Anne SzostakDirector

Pamela PatsleyDirector

John AdamsDirector

Ronald RogersDirector

N - Nominating and Corp Governance Chair; A – Audit Chair; C - Compensation Chair





Right Leadership Team, Building Capabilities For the Future


• External interest group focus

Alert to Industry and Other Challenges

• Changing consumer needs

• Escalating commodity costs

Challenges Response

• Pricing power• Channel / Product /

Package mix management• Premium innovation• Productivity to fuel growth• Execution flexibility

• Economic uncertainty

• Deliver on commitments

• Relentless focus on costs and consumer value proposition

• Powerful consumer insight capabilities that drive product/package innovation

• Increased availability

Key Priorities: Our Call to Action

Build & Enhance Leading BrandsSt

rate

gies

Everyone Taking Action

Beh

avio

rCo

mm

it-

men

ts Delight andAmaze OurConsumers &Customers

Promote Responsible Consumption

Invest in OurCommunities

Develop & Reward Our

People

Be the Best Beverage Business in the Americas

Vis

ion

Pursue Profitable Channels,

Packages & Categories

Leverage Integrated Business

Model & RTM Systems

Improve Operating

Efficiencies

Net Sales Growth:3-5%

Gui

danc

e

EPS Growth:High-single digits

Run Intro

Randy GierEVP Marketing and R&D

Randy GierRandy GierEVP Marketing and R&DEVP Marketing and R&D

Leading Brands... Outstanding Capabilities

Portfolio of Leading Brands

With Strong Brand Equities

162 160177

195 201

136

97 109

72

Source: IPSOS Tracker 2007

Brand Equity Scores Vs Ipsos NormCSDs NCBs

(NY Metro) Sauce Juice

Flavors Becoming The Preferred Bubble

59.9%59.0%

57.4%

60.4% 60.1%

2002 2003 2004 2005 2006

40.1%

41.0%

42.6%

39.9%39.6%

2002 2003 2004 2005 2006

-1.1% CAGR

+2.1% CAGR

CSD MixColas Non-colas

Source: Beverage Digest

Delivering Growth For Retailers

2003 2004 2005 2006

Non-Cola Dollar Growth %

Source: Beverage Digest/DPS estimates

Volume

Price/ mix

+3.2%

+3.6%

CSD Growth Opportunities

• Distribution and Availability

• Hispanic Consumers

• Innovation

• Distribution and Availability

• Hispanic Consumers

• Innovation

CSD Growth Through Distribution and Availability

49

9

173

Top 5States

All Other Bottom 5States

15 9 5

Top 5States


8oz servings per capita/yr

5x

4x

1.6x1.7x

CSD Growth Though Demographic Opportunities

2006 2007 2008 2009 2010

• >40% of U.S. population growth from Hispanics

• Hispanics over-index in usage of flavored sparkling beverages

• Acculturated Hispanics over-index on Dr Pepper

Hispanic Population Preference For Flavors

2.7% CAGR

Source: U.S. Census Bureau

CSD Growth Through Innovation

SweetenerTechnologyCategory

Expansion

FormExtensions

New Flavors Packaging Innovation

Snapple: Using Company Owned Routes to Increase Reach

8oz servings per capita/yr

31

40

Top 5States


~2/3rd coverage company owned

8x

Extending Snapple With Functional and Mainstream Offerings

Re-launch Base SnappleAccelerate Super Premium

Expand Functional WatersEnter Mainstream

Strong Position in Juices and Sauces

#2 Branded Player in the Juice Aisle

Opportunities to Expand Through Flavor, Form and Function

Function

FlavorHP

HispanicMott’s Blends

Form

SS Juices

Strong Partnerships and Recent Licensing Wins

Third Party Distribution Licensing Arrangements

Innovation Framework: Learning From Accelerade

What we learned:

Product• Highly specialized

beverage

• Need for grass-roots marketing

Execution• Attempted to enter the

mass market too quickly

• Disproportionate year 1 marketing investments

Innovation Framework:

• Focus first to reinvent existing brands

• Partner with high growth brands that benefit from our distribution system

• License our brands into adjacent categories

• Build new brands, selectively, in opportunity categories

Disciplined Approach Applied Across Brands

“What habit, behavior or belief do we

need to change, alter or

reinforce in order to grow the business?”

“What’s new, better and different?”

Insight Innovation Impact

“How do we create

unavoidable trial and

inescapable awareness?”

Insight: Starts With Needs & Trends

36 Social Trends36 Social Trends

15 Technological Trends 15 Technological Trends

11 Environmental Trends 11 Environmental Trends

10 Economic Trends 10 Economic Trends

11 Political Trends11 Political Trends

23 Food Trends23 Food Trends

Quest for the BestQuest for the Best

Make it EasyMake it Easy

Cultural FusionCultural Fusion

Food for Health Food for Health

Growing Environ- mental Concern Growing Environ- mental Concern

Driving 6 core themes

Ageing Redefined Ageing Redefined

Mott’s for Tots

+ 100% Vit C

INNOVATIONINNOVATION

Insight: Moms dilute juice to cut sugar for their kids, but don’t want to cut nutrition

State-of-the-art R&D Converts Insight into New Products

Capabilities

• Dedicated scientists in the US and Mexico

• Network of external experts and partnerships

• Relocating to increase impact and workflow

Plano R&D center side-by-side with Marketing

Pilot plant adjacent to Irving plant

Q&A integration in St Louis lab

• Dedicated scientists in the US and Mexico

• Network of external experts and partnerships

• Relocating to increase impact and workflow

Plano R&D center side-by-side with Marketing

Pilot plant adjacent to Irving plant

Q&A integration in St Louis lab

Innovation: Q1 2008

Innovation: Q2 2008

53

New, better and differentNew, better and different

Focus on the functional benefitFocus on the functional benefit

Retain the emotional connectionsRetain the emotional connections

Impact: Our Guiding Principle

TO DRIVE IMPACT WE MUST BE:TO DRIVE IMPACT WE MUST BE:

Run Commercials

55

New, better and differentNew, better and different

Focus on the functional benefitFocus on the functional benefit

Retain the emotional connectionsRetain the emotional connections

Impact: Our Guiding Principle

TO DRIVE IMPACT WE MUST BE:TO DRIVE IMPACT WE MUST BE:

Surround the consumerSurround the consumer

56

More than just advertising… We make Brands break through

Snapple•• 30 Rock Branded Entertainment30 Rock Branded Entertainment•• Boston Radio Boston Radio ““Summer of SnappleSummer of Snapple””

Sunkist•• One Tree Hill One Tree Hill

Dr Pepper•• Guns N Roses Guns N Roses

Diet Dr Pepper•• TayTay ZondayZonday ““Cherry Chocolate RainCherry Chocolate Rain””

And many, many more.

Brand Summary

We can and will grow our Amazing Brands

• Clear about what we do best – Flavors & Function

• Opportunities to grow through Availability and Innovation

• Process & Discipline in place to ensure executional excellence

• Clear about what we do best – Flavors & Function

• Opportunities to grow through Availability and Innovation

• Process & Discipline in place to ensure executional excellence

John StewartChief Financial Officer

John StewartJohn StewartChief Financial OfficerChief Financial Officer

Financial Discipline and Strength

• 2007: Laid foundation for growth

• Leading brands with long track records#1 flavored CSD company in USConsumer preference for flavors and our productsStrong innovation pipeline – flavors, form & function

• Broad and flexible network capabilitiesMultiple distribution systemsBG integration adding scale

• Customer centered growth model

• Opportunity to grow per capita consumption and build presence in non-carbonated beverages

• 2007: Laid foundation for growth

• Leading brands with long track records#1 flavored CSD company in USConsumer preference for flavors and our productsStrong innovation pipeline – flavors, form & function

• Broad and flexible network capabilitiesMultiple distribution systemsBG integration adding scale

• Customer centered growth model

• Opportunity to grow per capita consumption and build presence in non-carbonated beverages

Framework For Sustainable Growth

Confident in Our Long- Term Guidance

EPS GrowthHigh-single-

digit

Revenue Growth3 – 5%

+ Price/Mix+ Premium innovation+ Distribution gains+ Cold drink equipment

+ Price/Mix+ Premium innovation+ Distribution gains+ Cold drink equipment

+ Revenue growth+ Operating efficiencies /

restructuring savings + Below-the-line leverage- Commodity headwinds

+ Revenue growth+ Operating efficiencies /

restructuring savings+ Below-the-line leverage- Commodity headwinds

Packaging and Ingredients Drive 60% of COGS

COGSCOGS

Packaging~40%

2007: $2.6bn2007: $2.6bn

Ingred- ients ~20%

• Proactively manage commodities to mitigate material availability and price risk

• Managed as a “basket”

• Key components:• Aluminum Cans• PET• HFCS• Energy

Source: LME, NYMEX, CBOT, Chemical data

Aluminum ($/pound)Aluminum ($/pound) Crude Oil ($/barrel)Crude Oil ($/barrel)

Continue to Face Significant Input Cost Headwinds

70.00

80.00

90.00

100.00

110.00

120.00

Oct07

Nov07

Dec07

Jan08

Feb08

Mar08

Apr08

($)

Corn ($/bushel)Corn ($/bushel)

3.003.504.004.505.005.506.00

Oct07

Nov07

Dec07

Jan08

Feb08

Mar08

Apr08

($)

PET ($/pound)PET ($/pound)

1.00

1.10

1.20

1.30

1.40

1.50

Oct07

Nov07

Dec07

Jan08

Feb08

Mar08

Apr08

($)

0.600.650.700.750.800.850.90

Oct07

Nov07

Dec07

Jan08

Feb08

Mar08

Apr08

($)

Adding Capabilities to Support Stand-alone entity

Financial Controls & Governance Communications

• External communications

• Investor relations

• Government affairs

• External communications

• Investor relations

• Government affairs

• Corporate Finance and accounting

• SOX/internal audit

• Treasury/risk mgmt

• Board/non-exec fees

• Tax

• Corporate Finance and accounting

• SOX/internal audit

• Treasury/risk mgmt

• Board/non-exec fees

• Tax ~$13million

incrementalcosts

Restructuring Actions On Track and Delivering Expected Benefits

• Closure of two manufacturing facilities

• Reduction of approximately 470 employees

• Integration of Bottling Group

• R&D relocation to Plano

• Outsourcing of back office services / IT separation and reorganization

• Closure of two manufacturing facilities

• Reduction of approximately 470 employees

• Integration of Bottling Group

• R&D relocation to Plano

• Outsourcing of back office services / IT separation and reorganization

Actions Key Benefits

• More efficient organizationFaster decision makingScale bottling systemNetwork savingsNon-critical work outsourced

• BG led share growth

• Marketing and R&D alignment

• More efficient organizationFaster decision makingScale bottling systemNetwork savingsNon-critical work outsourced

• BG led share growth

• Marketing and R&D alignment

Debt Structure in Place

Term Loan A

• $2.2 bn

• 5 year maturity

• 3 month LIBOR + 2.0%

• Senior unsecured

Bond / Bridge Loan:

• $1.7 bn

• 5 / 10 / 30 year maturities

• Senior unsecured

Business Generates Strong Cashflows

Cash from Operations ($MM)Cash from Operations ($MM)

603581583

2005 2006 2007

Cash conversion1

1 Cash from operations less net PP&E / Net Income

• Cash initially applied to debt repayment

• Capex targeted towards growth and productivity projects with strong returns

• Bolt-on acquisitions on an opportunistic basis

• Maintain solid investment grade rating

Disciplined Approach To Reinvestments

Long term: expect to return free cash flowto shareholders

Stepped Up Capex Targeted at Growth/Productivity Opportunities

2007 2008 2009 2010

Capex % revenue

Maintenance

Growth / Productivity

4%

5% 5% 5%

#1: Winning in Single Serve

• Aggressively expand coverage through new equipment placements

• Approximately 35,000 units per year. Attractive returns, despite modest velocity assumptions.

• Influence mix through revenue management…. sell more 20oz. bottles in the right channel

• Track performance through new systems and technologies

Opportunity: Immediate consumption channel. DPSG is under-penetrated

Central Region Test Proved Out Opportunity and Economics

Objectives:• Place 450 Coolers in 3

months in Central Region

• 15% of Coolers placed in new locations

• Ensure manufacturers had production capabilities

• Increase 20 oz CSD, 20 oz Water, Snapple and Energy Volume by 7% and Sales by 10%

Results:• 500 Coolers placed in 3

months

• 16% of Coolers in new locations

• 95% of coolers delivered on time

Vol Sales20 oz CSD +8% +11%20 oz Water +7% +10%Snapple +9% +12%Energy +11% +14%

Throughputs In Recent Placements Ahead of Expectations

#2: Southern California Supply Chain Configuration

Key benefits

• Capacity for growth and innovation

• Capacity for manufacturing in-house vs use of co-pack

• Transportation savings

• Capacity for growth and innovation

• Capacity for manufacturing in-house vs use of co-pack

• Transportation savings

5 Hub Strategy, Key to Manufacturing Optimization...

• Large plants in 5 key geographies• Medium-sized facilities in the seams to reduce distribution costs• Small/specialty sites in key locations to support innovation and

low volume-high margin items

• Large plants in 5 key geographies• Medium-sized facilities in the seams to reduce distribution costs• Small/specialty sites in key locations to support innovation and

low volume-high margin items

• Regional hub model to grow scale and add flexibility

• Source orders closer to customer

• Replenish DCs via lower costs intermodal transport

• Comprehensive capabilities in 5 major regions

• Regional hub model to grow scale and add flexibility

• Source orders closer to customer

• Replenish DCs via lower costs intermodal transport

• Comprehensive capabilities in 5 major regions

...and Transportation Optimization


• Demographics, innovation, distribution and availability driving the base

• Balanced pricing

• Single serve opportunity

• Cost containment and network optimization

• Demographics, innovation, distribution and availability driving the base

• Balanced pricing

• Single serve opportunity

• Cost containment and network optimization


EPS GrowthHigh-single-digit

Revenue Growth3 – 5%

• Form 10 effective April 22, 2008

• Bridge loan converted to bonds April 25, 2008

• “When issued” trading commences April 28, 2008

• Record date for distribution May 1, 2008

• Trading in DPS commences May 7, 2008

• Q1 earnings release W/C June 2, 2008

• Q2 earnings release W/C Aug 11, 2008

• Form 10 effective April 22, 2008

• Bridge loan converted to bonds April 25, 2008

• “When issued” trading commences April 28, 2008

• Record date for distribution May 1, 2008

• Trading in DPS commences May 7, 2008

• Q1 earnings release W/C June 2, 2008

• Q2 earnings release W/C Aug 11, 2008

Separation Recap


Larry YoungLarry YoungPresident and CEOPresident and CEO

People: Everyone Taking A.C.T.I.O.N

Build & Enhance Leading Brands

Shaping Our Behaviors

Net Sales Growth:3-5%

Gui

danc

e

Pursue Profitable Channels,

Packages & Categories

Leverage Integrated Business

Model & RTM Systems

Improving Operating

Efficiencies

Stra

tegi

es

Everyone Taking Action

Beh

avio

rCo

mm

it-

men

ts Delight andAmaze OurConsumers &Customers

Promote Responsible Consumption

Invest in OurCommunities

Develop & Reward Our

People

Be the Best Beverage Business in the Americas

Vis

ion

EPS Growth:High-single digits

Taking A.C.T.I.O.N to Grow Sales and Crush Costs

ccountableAC ustomer centric

T ransparent and Honest

I nspect what we expect

O wn decisions

N o blame fixing

Key Takeaways

• Powerful portfolio of brands; #1 flavored CSD company in the US

• Positioned to exploit flavored CSD trends and build presence in non-carbonated beverages

• Transformation continues – people, product geographic footprint and processes

• Advantages enhanced by stand-alone company

• Confident in our future

• Powerful portfolio of brands; #1 flavored CSD company in the US

• Positioned to exploit flavored CSD trends and build presence in non-carbonated beverages

• Transformation continues – people, product geographic footprint and processes

• Advantages enhanced by stand-alone company

• Confident in our future

Reconciliations

Segment operating profit growth($ Millions)2004 2007 CAGR

Divisional Operating ProfitBeverage Concentrates 626 731Finished Goods 242 167Bottling Group 1 130Mexico and the Caribbean 83 100Eliminations 0 0

Segment Operating Profit 952 1,129 5.8%

Corporate and Other (20) (42)

Adjustments (229) (269)

EBT 703 817 5.1%

($ Millions)2005 2006 2007

Net income 477 510 497

Cash from operating activities 583 581 603Net PP&E (39) (142) (224)Free cash-flow 544 439 379

Cash conversion 114% 86% 76%

Cash conversion

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