Vivendi Revitalizing a French Conglomerate B Cynthia A Montgomery Rhonda Kaufman 2002
Porters Model Analysis
This research paper reviews the history and structure of Vivendi, a French multimedia conglomerate. Vivendi, originally a media holding company, has diversified into the telecommunications, energy, and entertainment sectors. This company is not only a giant in Europe but also plays a significant role in the global media industry. The Porters Model is a useful framework for analyzing a company’s structure, value creation, and performance. Vivendi is a case study in the Model, exhibiting all of the key Porters Model principles. Section: Porters Model Analysis
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Vivendi revitalizes a French conglomerate By Cynthia A Montgomery As Vivendi Universal took its first steps to unite the French media conglomerate VNU in the United States to create a media giant, analysts were more than a bit intrigued. In a world that is more complex by the day, the merger could prove an important strategic move by both companies. browse around this web-site For Vivendi, the move reflects the company’s desire to be a more significant player in the U.S. Media
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Vivendi, the conglomerate that controls the French media, telecoms, and entertainment sectors, has turned a corner by focusing on digital media and improving financial performance. On January 31, 2002, Vivendi unveiled its 2002 profit and cash flow figures. It managed to beat analysts’ expectations of earnings of 425 million euros, which was 20% higher than the same period last year. In the year 2002, the company achieved
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The world’s largest media conglomerate, Vivendi, has started to rebuild its “old” glory by divesting of some its assets, and by integrating some companies and acquiring new ones. On May 2002, Vivendi sold its 75% stake in Matsushita Electric to its Japanese partner, Panasonic, and transferred the Matsushita brand name and other assets to Panasonic. Matsushita will pay €227 million to buy 60% in the newly formed Japanese subsidi
Problem Statement of the Case Study
Vivendi, the holding company of France’s leading media conglomerate, Vivendi Universal, is now in a position to revive its sluggish fortunes. Last year’s acquisition of U.S. Telecommunications company SBC Communications, as well as a $40 billion share-buyback program, appear to have paved the way for an improved bottom-line. Vivendi Universal has already started making headway. Sales at its core business, including SBC, rose 4.8 percent last year, to
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In this essay, I’ll describe Vivendi (a French multinational media and entertainment conglomerate) as a corporation that, over the last decade, has become more diverse in its target audience, diversified its product portfolio, and revitalized its financial performance. As of May 2002, Vivendi’s shares are trading at about 46 Euros per share, down from 75 Euros per share a year ago. This downgrade has, in part, resulted from concerns over the quality and price of