Integrated Annual Report FY21

For Pernod Ricard, becoming the number one wine and spirits company worldwide is all about being consumer centric and enhancing human connections. Today, that means using data and technology to offer direct, personalised experiences. Digital transformation, which is a key element of the Group ‘Transform & Accelerate’ strategy, accelerated significantly with the Conviviality Platform’s journey.

“This new chapter of our digital transformation is a logical evolution in our focus: it builds on our strengths, compliments our current vision and ambition, and will deliver competitive advantage for the future. Now is the time for us to embrace new technologies and unleash our full potential. ”

PIERRE-YVES CALLOC’H, CHIEF DIGITAL OFFICER

Never before have companies had so many opportunities to connect with their customers, understand their needs and provide the products, services and experiences they crave. Thanks to data and new technologies, brands have the power to build real personalised relationships with consumers and deliver experiences that consistently make a difference.

In the increasingly fragmented wine and spirits market, customers face a proliferation of choice, with innovations, new craft offerings and diversified distribution channels. To stand out and become the global leader of the industry, Pernod Ricard is taking its digital transformation further and faster. Pernod Ricard’s objective is to unlock the potential of its portfolio and achieve its mission to be ‘Créateurs de convivialité’ with a new edge.

Overall, Pernod Ricard’s accelerated digital trans formation covers four aspects:

• Leveraging data in existing processes with programmes such as DStar or Finance 4.0 to increase the Group’s efficiency;
• Adopting new ways of working already used by tech giants, such as Agile⁽¹⁾ methodology;
• Creating new business units and joint ventures complementing the route to consumers, as the Group has done in Africa, to boost ondemand delivery of wine and spirits to consumers’ homes or with the development of Drinks&Co.;
• And building more partnerships with other com panies. The past year, several brands, such as Absolut, Jameson, Beefeater, or even Havana Club, developed partner ships to create new online experiences during the pandemic to remain connected with consumers (see pp. 74 75).

In a nutshell, the aim is to disrupt the future by getting closer to customers and to engage more directly with them by providing unique brand experiences and personalised products and services.

To do so, this digital transformation relies on our people and close collaboration between affiliates and central teams. Internal teams of data experts have also been built and they support transversally the development of data powered solutions.

The digital transformation, accelerated by our new mission of becoming a Conviviality Platform, is essential to meet the four battlegrounds the company has defined winning in key markets, building passion brands, funding the journey, and valuing our people and is spearheaded by the development of six key digital programmes: three accelerated programmes with proven efficiency and a fast rollout plan across markets (Matrix, Vista RevUp and DStar), and three less mature programmes that explore new business models and need to be evaluated, and are being piloted in a few markets (Direct Trade, Direct2VIP and Maestria).

1. Project management method involving constant collaboration between stakeholders, flexible working methods and continuous improvement at every stage.