However, thanks to the pioneering spirit, entrepreneurial drive, and strategic acumen of the generations who came before us, we have solid business fundamentals in place. In this perfect storm, our unique competitive advantages are helping to mitigate these challenges and lay the foundations for a return to sustainable, profitable growth.
Our two biggest markets historically, China and the USA, are strongly impacted by cyclical headwinds. In contrast, markets such as Japan, Nigeria and Türkiye are performing well. India, another of our must-win markets, is also very strong thanks to positive demographics such as a growing population of people of legal drinking age and increased urbanisation. This contrast demonstrates the value of our broad-based geographical reach, which is balanced across both mature and emerging markets.
But we are not only balanced from a geographic perspective. Our portfolio of exceptional premium brands is the most complete and diversified in the industry. Across all categories and consumption moments, our premium brands meet consumers where they are, with their preferred drink. Last year, we kept innovating to reflect evolving consumption trends, with, for instance, Ballantine’s Sweet Blend, Lillet’s new bottle design, or the launch of Ricard 4.5% in a 20cl format - the perfect blend of tradition and modern convenience! And we’re constantly fine-tuning our portfolio to focus on the most attractive categories with the most growth potential. You can find out more about these categories starting on page 40.
Laying the foundations for tomorrow
As a Group, we have built our success on a deep understanding of consumers and an ability to stay ahead of the curve. The structural tailwinds that have propelled us forward remain strong - among others, global demographic growth, premiumisation, and the growing share of spirits in alcohol consumption, including in high-potential markets. Ensuring we nbroadot only respond to today’s challenges but are in the best position to capture these opportunities going forward has been the groundwork for our new strategic plan, BEST NxT.
BEST NxT launches a new growth era, unleashing the Group’s optimum performance. This means beating the market where it matters, executing at scale, making sharper and sustainable choices and doing it together, as one united team.
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Across all categories and consumption moments, our premium brands meet consumers where they are, with their preferred drink.”
It means building even more premium brands to deliver sustainable, stretched, and profitable growth that will benefit all our stakeholders. Find out more on pages 20-21. While we are looking back on the first 50 years of our Group, we are also making sure we have the right roadmap in place to succeed throughout the next 50.
Making responsible choices
Building the Pernod Ricard of tomorrow depends on the decisions and actions we take today - and this extends beyond selling more bottles. Like Paul Ricard, we continue to uphold a strong commitment to our people and society, and to preserve the heritage, terroirs and origins of each of our brands. Our actions are guided by our sustainability roadmap, Good Times from a Good Place, which focuses on reducing our impact on the planet and having a positive effect on the lives of the people we touch. We’re in the business of meaningful connections - and like anything truly meaningful, that comes with responsibilities.