Pernod Ricard is a wine and spirits company.
You probably know better our brands, for example, Absolut Vodka,
Jameson, Havana Club.
And to give you an idea, our turnover
is slightly over €10 billion yearly.
Our vision has been to anticipate and fulfill the consumer demand
by making sure that consumers will find the brand that they expect
at the moment which is convenient for them.
We went through a prioritization process with BCG and BCG X
and decided to focus on three key digital programs.
The first one that we've called internally Matrix,
we are able to identify
what should be the right level of investment between each of the brands.
So, it could be out-of-home displays, it can be activation in stores, digital media.
And we are able to fine-tune
each of the investments we are doing per touchpoint.
So, this is not just a tool for optimization, but also a new process and is creating
new conversations within the companies for each of our affiliates.
Our second program is called RevUp, growing our revenue.
It's about helping key account managers providing insights, which are based on
the consumer demand, to identify what is the best mechanism for promotions.
And the tool is also optimizing the calendarization
of all the promotions for a retailer.
Our third project is called D-Star.
What it does is that each Monday it will give to each sales representative
a recommendation of 20 or 30 outlets to be visiting this week.
And this recommendation is based on the information
of the sell-out of each of the outlets,
but also the socioeconomic profile of people living around each store.
So, it's in fact millions of points of data which are made available
to each sales rep in a really simple interface.
Building capabilities has been a challenge from the beginning because our objective
has always been to have a complete ownership of the solutions over time.
And this is where the help of BCG and BCG X has been fundamental
because not only we were, with their support, defining and deploying
the next steps of the programs, but at the same time building a team.
So you need not only to recruit but also to structure the team.
The expertise which was brought that helped us to deliver faster proof of value
in the pilot markets we had on each program.
And today, we are completely autonomous, not only to develop new functionalities
in the existing programs,
but also to deploy complete new programs in new markets.
We can see now, after three years of implementation,
the actual P&L impact that we are having, whether it's additional net sales
that we are generating or more contribution margin.
Without the teams from BCG, we wouldn't be where we are today in this transformation program.