Search icone
Search and publish your papers

Pernod-Ricard's International diagnosis

Or download with : a doc exchange

About the author

Level
Advanced

About the document

Published date
Language
documents in English
Format
Word
Type
case study
Pages
42 pages
Level
Advanced
Accessed
1 times
Validated by
Committee Oboolo.com
0 Comment
Rate this document
  1. Introduction
  2. History
    1. Time axis
    2. Analysis
  3. Nokia's strategy from 1970 to 2000
    1. Diversification
    2. Melting phase acquisition
    3. Refocusing
  4. Nokia today : The strategy of innovation
    1. Overview
    2. 2004, the year of questioning ?
    3. 2005 The reaction by innovation
    4. Strategic Analysis
    5. What's next?
  5. Conclusion

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

Similar documents you may be interested in reading.

Pernod Ricard: Impact of the passage to IFRS standards

 Business & market   |  Accounting   |  Case study   |  02/16/2011   |   .doc   |   18 pages

The Saint-Gobain group: diagnosis and prospects

 Economics & finance   |  Finance   |  Case study   |  02/16/2011   |   .doc   |   14 pages

Top sold for marketing

SWOT analysis of Accor group

 Business & market   |  Marketing   |  Case study   |  01/27/2011   |   .doc   |   15 pages

Marketing case: Kinder Surprise

 Business & market   |  Marketing   |  Term papers   |  05/12/2009   |   .doc   |   4 pages