Analyse stratégique de la marque de boissons alcoolisées Pernod Ricard (2009)

Étude de cas Entreprises & gestion Stratégie

Date de publication :

27/03/2009

Langue :

Anglais

Format :

.doc

Nombre de pages :

17 pages

Niveau :

avancé

Consulté :

13 fois

Avis client :

non évalué

Validé par :

le comité Oboulo.com

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Sommaire :

Sommaire

Analysis of the external environment of the alcohol industry
1. PESTEL Framework
2. Porter's Five Forces
3. Analysis of the competitors on the market
Internal analysis
1. Corporate level
2. Business level
Implementation of the strategies and the vision for the future of Pernod Ricard
1. SWOT analysis
2. Opportunities for growth
3. Strategy evaluation

Résumé :

pernod ricard is the second largest group on the wines and spirits' market. For the financial year 2007/2008 the Group generated €6.589 billion in sales (95 million cases) with a net profit of €840 million. pernod ricard manufactures and distributes a wide range of alcoholic beverages.
The Group was created in 1975 after the merger of two of the biggest French producers of alcohol and it took the name of pernod ricard SA. Some of the most famous brands of pernod are the following: Ballantine's, Chivas Regal, Jameson, ABSOLUT, Beefeater, Havana Club and ricard. There is a steady increase of the sales from one year to another as we can clearly see in the chart on the left.

Today, pernod ricard is number 1 in Europe and Asia and number 2 on the American continent after his biggest rival, the British group Diageo. Since the end of 1990's the group has widely diversified its portfolio by making numerous acquisitions of other famous alcoholic brands. In 2001 it acquired a share in Seagram, in 2005 the Allied Domecq Company and in 2008 pernod bought the Swedish company Vin&Spirits (Absolut vodka).
Most of the well developed markets in Western Europe and North America are mature so consumers are looking for luxurious brands. It is the same situation on the emerging markets where the wealthier social class wants to distinguish itself. The global market is already largely consolidated so there are only few important actors left.
In order to face this intense competition, manufacturers should have an adequate size and market share. The market is no longer national but it has become global. The world leaders are fighting over gaining new shares. That is why the external growth is so important in this business. This is the main problem that manufacturers will have to deal with in the future. They have do adapt their strategies to the changing environment.