INTEGRATED ANNUAL REPORT 2020/2021

1. Strategic presentation of the group

A NEW STEP IN THE VALUE STRATEGY

FOUR STRATEGIC LEVERS

The transformation of Rémy Cointreau’s business model since 2015 (accelerated upgrading of the brand portfolio towards the high-end and the implementation of an end-client-centric culture) has clearly brought results.

Between 2015 and 2019, the Group delivered average organic growth in sales of 7% per annum and its current operating margin rose by 4.4 points over the period.

Since December 2019 the Group has moved on to a new step in its value strategy, which consists in optimising its portfolio strategy to build a more sustainable, profitable and responsible business model.

Because such an in-depth transformation takes time, the Group has set its targets at 2030. This timeframe is also consistent with the Group’s mindset and raw material procurement planning for some of its brands, such as Rémy Martin XO.

01
Enhancing the value per case

The portfolio strategy consists in assigning a role to each Group brand to maximise the Group’s value per case and gross margin. The priority for the most profitable brands will thus be to step up their growth (driven by increased investments), while the less profitable will have profitability improvement targets (by gradually refocussing them on their high-end products).

By increasing its gross margin, the Group will expand its investment capacity behind its priority brands, thus creating a virtuous circle of more sustainable and profitable growth.

02
Moving from a client-centric culture to a client-centric business model

During the past five years, the Group has implemented an end-client-centric culture by establishing direct and personalised relationships through human, media and digital investments to enhance brand appeal.

The Group is now seeking to move on to the next step by implementing a genuine client-centric business model. This should translate into a significant increase in the Group’s direct sales, whether through digital channels, own stores or its network of "Private Client Directors". To do this, it must implement or strengthen the tools that will enable it to communicate with, educate, retain and sell directly to its clients.

03
Accelerate the development of the Liqueurs & Spirits priority brands

The Liqueurs & Spirits portfolio still has significant growth prospects due to the fact that its brands are far from their full potential in their existing markets, in particular in terms of retail penetration.

Some brands have accordingly been identified as priorities to contribute to the Group’s profitable growth. The expected mix and scale effects should gradually result in an improvement of the division’s profitability, despite reinvestments in brand communication and education.

04

Launch of the "2025 Sustainable Exception" plan for more responsible growth

Having defined its values (Terroirs, People, Time and Exception) in 2016, the Group is now seeking to reflect them through a genuine responsible growth plan. The key concerns of the "2025 Sustainable Exception" plan are sustainable agriculture in all terroirs involved in crafting the Group’s spirits, ecodesign for all the brands’ packaging, and a gradual reduction of carbon emissions aligned with the international ambition of "Net Zero Carbon" by 2050.

Moreover, as a family-owned Group, Rémy Cointreau is a people-centric company. It has the utmost respect for the women and men who comprise it and who, through their know-how and commitment, contribute to the success of the Group and its strategy. Its ambition is to become even more inclusive, whether in terms of the representation of women, ethnic diversity or age within the decision-making bodies.

Lastly, thanks to its positioning in the exceptional spirits market, the Group is fully aware of its duty to set an example regarding responsible consumption. Accordingly, the Group promotes occasional consumption to celebrate exceptional moments, with moderation.

An ambitious and responsible strategy for 2030

The Group has thus set itself five transformation targets for 2030:

  • a new business model for the Louis XIII brand, featuring significant development of direct sales, breaking with the conventions of the industry;
  • an increased proportion of "intermediate" qualities (1738 Accord Royal, CLUB) and XO quality at Rémy Martin;
  • an increased contribution from the Liqueurs & Spirits division within the Group and a sharp improvement in its profitability;
  • superior pricing for all brands within their respective categories;
  • development of digital channels to represent 20% of the Group’s sales.