Abstract
We choose the company Pernod Ricard because it is one of the world's leading companies in the production of wines and premium spirits. This company has now become bigger since the old rivals Pernod and Ricard have merged to form Pernod Ricard SA. Through subsequent acquisitions, Pernod Ricard acquired the status of a worldwide conglomerate and earned second place, behind the leader of this market, the British Diageo. The main purchases or mergers/acquisitions took place in 1988 (Irish distillers), in 2001 (Seagram), and in 2005 (Allied Domecq). Business intelligence has played a big role in each decision made by Pernod Ricard. However, for every action on the wines and spirits market, the French firm needs to master and protect all the strategic information which can allow it to avoid mistakes, competitive, its own structure, penetrate the American market with Vodka, and maybe become number 1.
In order to deal with our key topic, we studied the key problems and the key questions of the new acquisition in detail, as it represents another step in the development of the French drinks giant. Through a competitive assessment, we will evaluate how Pernod Ricard makes its strategic decisions, and how the company acts. This topic shows the importance and the necessity of acquisitions for a lot of companies, in a long term vision strategy. Thus the competitive aspect in the activity of takeovers, mergers and acquisitions is emphasized.
