ANNUAL REPORT 2006-2007

82
THE QUALITY OF LIFE ARCHITECT EXPERIENCING AND SHARING QUALITY OF LIFE
“A strong brand
is an important
strategic weapon.”
“It promotes sales,
fosters loyalty and
provides impetus
for growth.”
Interview with Peter Thompson
“Sodexo is simplifying and modernizing its brand to serve its development
strategy and reinforces its determination to be even closer to its clients
and customers.”
Peter Thompson began his career in marketing, and then went on to various management
positions in major international groups such as Pepsi. His experience with major
global brands naturally led him to take an interest in the branding of Sodexo,
where he has been a director since 2005.
What role does the brand play in a company like Sodexo?
A strong brand increases the company’s value, unites its teams and gives confi dence
to clients, customers and shareholders. It is an asset on the balance sheet,
a differentiating factor and an important strategic weapon in an environment
of accelerating globalization.
Sodexo has always been keenly aware of the role played by its brand. As Pierre Bellon
has indicated, he wanted to create and develop a major brand from the outset.
And he succeeded: Sodexo’s growth has indeed been bolstered by its worldwide brand.
But Sodexo is changing its brand. Why now?
This is an essential topic, which we debated at great length at our Board of Directors
meetings. Sodexo is simplifying and modernizing its brand, making it easier to
remember and pronounce, to serve its business development strategy.
Sodexo is demonstrating its determination to be even closer to clients as well as
customers in the 80 countries where it operates. The quality of services has now
become one of the key criteria for the student or the patient in choosing a university
or a hospital. Today, you, your children and your parents are the ones who are
indirectly dictating the Sodexo offer.
So the Sodexo brand must become a benchmark brand?
Yes, it must. Michel Landel wants Sodexo to become the leading global provider
of services that improve Quality of Life. This vision must be supported by
a strong, recognized brand to ensure its widespread acceptance. That is why
Sodexo’s senior management team has made strengthening the brand one
of its strategic priorities.
It is a very demanding step, because a worldwide brand must guarantee
quality and reliability everywhere. This step will create value, because
the “confi dence capital” generated by a great brand like Sodexo
promotes sales, fosters loyalty and provides impetus for growth.”
Peter Thompson
INDEPENDENT
DIRECTOR