Discover - Article 1
Large groups : The age of maturity
Discover - Article 2
Why major groups are interested in Web3
Discover - Article 3
What are the Web3 use cases for large groups?
Discover - Article 4
The most important Web3 projects
Discover - Article 5
Why didn't some projects work?
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Bilal El Alamy (PyratzLabs): "Large groups have a lot to offer start-ups and vice versa".
Go Deeper - Article 7
William O'Rorke (ORWL Avocats): "Having service providers and consultants with the reflexes to adapt to Web3".
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Which partners do you trust?
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Thibault Lecerf (Pernod Ricard): "We are now ready to explore use cases more focused on financial aspects".
Go Deeper - Article 10
Arthur Dietrich (Solana): "Superteam intervenes at local level to design a corporate project".
Go Deeper - Article 11
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Why major groups are interested in Web3

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Why major groups are interested in Web3

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Since the emergence of Web3, major groups have been closely scrutinising its implications and opportunities. At the crossroads of the digital revolution and changing business models, it promises to transform business practices in profound ways. However, not everything was perfect from the outset, and it took a few years before we saw any truly relevant experiments.

"Large groups have moved on from an opportunistic phase, marked by marketing initiatives with no real depth, to a more strategic and ambitious phase," says Julien Furlanetto, co-founder of specialist consultancy Doors3. "Around 80% of CAC 40 groups are now developing projects using blockchain for strategic challenges, while exploring technologies such as immersive worlds, generative AI and gaming," he points out.

Use cases have evolved towards areas such as operational excellence (human resources, CSR, supply chain, finance) and the creation of new business models. "In terms of customer experience, token gating is very promising, but 24/7 international transfers and payment of service providers via smart contracts offer considerable advantages," says Thibault Lecerf, who is driving the Pernod-Ricard Group's Web3 strategy.

However, organisational and governance challenges remain. "Business departments increasingly want to grasp the issues, but don't always have the necessary knowledge base, while innovation departments often remain stuck at the proof-of-concept phase," Julien Furlanetto temporises. One of the keys, therefore, is internal acculturation and not delegating too much to third parties in order to have full control over development.

"For large companies wishing to embark on Web3, it is already essential to talk to their peers to identify the 'Do's' and 'Don'ts'. The choice of service providers must also be made with care. It's also crucial, in my view, not to delegate everything: you have to get directly involved, develop in-house expertise and forge a solid conviction", adds Thibault Lecerf. "Finally, it's important to arbitrate with discernment and only adopt Web3 if it provides real added value, an economic reality and this use case cannot be achieved with Web2 technologies", he concludes.