Vivendi Revitalizing a French Conglomerate B Cynthia A Montgomery Rhonda Kaufman 2002
Marketing Plan
I’ve got a big fat tip for you: The French are the largest consumers in the world of French wine, but it’s not what they’re drinking now that’s on the rise. In 2002, the French consumed about 7 million bottles of Merlot, Cabernet Sauvignon, Syrah, and Malbec, according to D’Addario & Co. (D&C). But the next year, they’ve taken up vineyards. The country was the second largest wine consumer in the world in
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Vivendi, which acquired France Telecom, the world’s third-largest mobile-phone operator, is on the move in Europe. The company has already begun to lay the groundwork for success in Europe, having agreed to take over Bite Telecom, one of the UK’s three largest mobile-phone operators. Bite is the third-largest British company after Vodafone and O2, and in July, the company announced a new partnership with Samsung Electronics to offer handset sales through the new company. Samsung Electronics
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“Vivendi Revitalizing a French Conglomerate: The Investment Bank’s Strategic Plan of Tailoring the French Economy Vivendi S.A. Is a large multinational media and telecommunications conglomerate consisting of twenty-four companies. It has become one of the largest holding companies in France with an investment portfolio worth more than 40 billion euros. This research paper analyzes Vivendi’s strategy to revitalize its core operations and expand the French economy. Vivendi
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I was approached by Vivendi, the French multinational company, to compose a case study. After a few conversations, I agreed to do the case study on “Vivendi revitalizing a French conglomerate.” My experience as a writer of successful case studies led me to work on this case study. Vivendi is a multinational company, which was founded in 1967. have a peek at this site It provides a vast range of services, including telecommunications, financial services, and media, with a total investment of more than $12 billion
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In 2001, Vivendi, the French telecommunications giant, was facing significant marketing challenges. Consumers were looking for the simplicity and convenience of cable television, and they wanted to pay less per hour. At the same time, the media industry was going through tremendous change. The first major trend was the growth of pay-per-view, an alternative that offered more programming for less money. The second trend was the increasing use of digital cable. Cable was becoming more popular, but so were DVDs. To stay ahead of these
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On March 24, 2002, Vivendi SA (VIV.PA) (formerly known as Vivendi Universal Companies SA), announced that it had completed its merger with Universal Music Group. Vivendi, one of the largest media companies in the world, had acquired Universal in 1999 for about $7.5 billion. This was a major acquisition that will help Vivendi, one of the world’s largest media conglomerates, to revive its fortunes. Vivendi had previously been involved in
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Cynthia A Montgomery writes: I’m not a big fan of Vivendi; its parent company Enron, which went bust after a long period of fraud and abuse, is another. index However, it’s important for me to explain the concept behind the French corporation as it is relevant to my work. Vivendi is a French-based corporation that is comprised of two main divisions: the entertainment and media business, which includes Telecom, Canal+, Paramount, and Vivendi-Universal; and