Pernod Ricard is one of the jewels of French companies. This group has an international dimension and is one of two key players in the global market for wines and spirits. Ranked second by Global Wine & Spirits, Pernod Ricard occupies a prominent position across all continents.
With 17,600 employees in over 70 countries, in 2005-06, the Group achieved a turnover of 6,066 million euros. Since its inception in 1975, Pernod Ricard has developed a very strong, organic growth and successive acquisitions: the acquisition of Allied Domecq in July 2005 is the latest example of the Group's worldwide ambitions.
The recent acquisition of competitor, allows the company, to be in a position of a follower to consolidate its position as the second one in the world and get closer to top slot on the market with Diageo. With a portfolio of leading brands (Ricard, Havana Club, and Malibu) and a presence on all continents and a decentralized organization, it would seem that Pernod Ricard intends to continue the momentum of its international development.
This study is interested in this acquisition strategy, and the relevance of a political follower. Therefore, one wonders whether there was a real desire to become a world leader, or just provide a current position through various acquisitions. The focus of the diagnosis is on the following issue: "Will the acquisition strategy of Pernod-Ricard allow it to become a world leader, and if so, is there any real relevance to occupy this position?" In the first part of this document, it will present the company Pernod-Ricard and its structure, to ascertain its importance and its current position. It will endeavor to explain, after the story of its creation, and the current situation of the group worldwide.
This will describe more specifically about the profession and the industry. The first part is admittedly somewhat descriptive, but it remains essential for the continuation of the record, because it will implement the recommendations most relevant to the structure of the group. In the second part, it will focus in detail on the current strategy of Pernod Ricard in the world through the presentation and analysis of the four points of the group's strategy. In this part, one can see a desire to continue on a dynamic external growth internationally.
Since its creation, especially since the beginning of its international development, the Pernod Ricard Group seeks to emphasize adecentralized organizational structure. Therefore the group sees its division organized around the Pernod Ricard Holding, with subsidiaries throughout the world.
Holding focuses on strategic management and control of the Group's business, subsidiaries support operational decisions, adapted to global markets.
Holding defines the overall strategy of the company Pernod Ricard, its general policy it controls the activity and develops the most appropriate measures for each region, by working closely with all of its subsidiaries. The Holding Group includes four regional holding companies Pernod Ricard Europe, Pernod Ricard Americas, Pernod Ricard Asia., Pernod Ricard Pacific.
Distribution subsidiaries adapt the Group's strategy to their local market, following the strategic guidelines developed within the group holding company. The subsidiaries are autonomous and operational allowing a better adaptation to local issues in different markets.
Decentralization also has the advantage for the Group to be close to consumers, to listen and to better meet their expectations. The Group's global strategy is adapted according to local needs and habits.
Tags; Pernod Ricard, business strategy, international diagnosis
[...] rendant more difficult to export such products on this market. Moreover the low alcohol consumption of the population being Muslim, being unable alcohol) that this country represents a low market potential and low growth. This may explain the fact that Pernod Ricard is not established in that country. The positive element of these constraints and difficulties is the low foreign competition in the country, which may represent an important element in the decision to export or not in this country. [...]
[...] The aim is not, of course, to praise alcohol nor encourage its consumption, but simply to note that this is a very this product in most countries, of this product for centuries whether in developed countries in Europe or the United States or in Asia or South America. Introduction Pernod Ricard is one of the jewels of French companies. This group has an international dimension and is one of two key players in the global market for wines and spirits. [...]
[...] The original invoice and certificate of origin must be certified by a Chamber of Commerce recognized by the Omani Embassy in France (French exporters generally prefer to go directly to the Chamber of Commerce Franco- Arab to certify such documents ) .The certified documents are then presented to the Embassy of Oman in Paris for legalization. The administrative requirements to export wine and spirits in Oman are heavy and can be an obstacle in the smooth and rapid exchanges with that country. Labelling The labeling must state the content, origin, name, alcoholic, dates of production and expiry, composition. [...]
[...] Lithuania is a country where beer is seen as a national drink. The second traditional drink, as in the other Baltic countries, is the vodka: 59% of inhabitants in Lithuania buy vodka. The latest statistics indicate for 2006 that sales of beer accounted for 78% of sales of alcoholic beverages, those spirits and wine In terms of quantity consumed, Lithuania is in front of its Baltic neighbors, but also by Finland and Malta. The wine sees its consumption still marginal with 12 l / year / person . [...]
[...] We stop also specifically on its business and its industry. This first part will certainly be a bit descriptive, but it remains essential for the continuation of the file, because it will implement the most appropriate recommendations to the group structure. In the second part, we will focus in more detail on the current strategy of the Pernod-Ricard group worldwide, always, through the presentation and analysis of 4 points of the strategy of the group. In this part we will see the will to continue on a dynamic external growth internationally. [...]
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