There is a moment every brand reaches, usually around twelve to eighteen months into a digitisation programme, when a team member raises their hand in a meeting and says something like: ‘Wait, which identifier are we actually using for this product?’
It is rarely a dramatic moment. But it is an expensive one.
By that point, the compliance team has built a system for the EU Digital Product Passport. The logistics team has deployed RFID tags. Marketing has launched a QR-code engagement campaign. Each initiative is running. None of them are talking to each other. The product has three different identities and no single source of truth.
This is not a technology problem. It is a structural one, and it is almost always the result of decisions made in the early days of a programme, when the stakes felt low and speed felt essential.
New research that we conducted together with our parent company Toppan and Pivot & Co, based on interviews with senior leaders at Pernod Ricard, LVMH, Diageo, Coty, Salomon, Decathlon and GS1, identifies the three structural decisions that determine whether a product identity programme scales across an organisation or quietly fragments into parallel systems. Here is what the research found.
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The whitepaper includes the complete findings from interviews with senior leaders at Pernod Ricard, LVMH, Diageo, Coty, Salomon, Decathlon and GS1.
