...vision? How does this firm intend to create value? Ans: Vivendi, which also known as CGE in it’s initial days started as a water utility company in France, Under Guy Dejouany leadership, CGE diversified into a wide variety of businesses including telecommunication, healthcare and real estates. It was Dejouany’s vision, which became corporate vision a d guiding force for the CGE’s aggressive diversification. Dejouany used cash flows from core businesses of water supply, water treatment and waste management, to finance the new ventures. However due to recession and economic downturn by mid 90’s CGE started to feel the pressure and hence came a new CEO Jean-Marie Messier. Messier redefined CGE’s vision to return to its core competencies and these were utilities (water, waste, energy and transport) and communication (telecommunications and multimedia) and Constructions and property while more emphasis on former two. Messier started to consolidate CGE’s 2714 subsidiaries into centralized controlled line of businesses. The important and critical to CGE’s corporate vision was to expand his horizontal boundaries into different businesses like Telecommunications and then vertically integrate with other companies in that business to become a major player. Messier established a corporates office and policies for capital allocation along with resource management and incentive system. In 1998 Messier changed the CGE’s name to Vivendi and reviewed the Vivendi’s corporate vision to become...
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...Vivendi Case Write Up Sandeep Verma N15717618 Que 1: What is Vivendi’s corporate vision? How does this firm intend to create value? Ans: Vivendi, which also known as CGE in it’s initial days started as a water utility company in France, Under Guy Dejouany leadership, CGE diversified into a wide variety of businesses including telecommunication, healthcare and real estates. It was Dejouany’s vision, which became corporate vision a d guiding force for the CGE’s aggressive diversification. Dejouany used cash flows from core businesses of water supply, water treatment and waste management, to finance the new ventures. However due to recession and economic downturn by mid 90’s CGE started to feel the pressure and hence came a new CEO Jean-Marie Messier. Messier redefined CGE’s vision to return to its core competencies and these were utilities (water, waste, energy and transport) and communication (telecommunications and multimedia) and Constructions and property while more emphasis on former two. Messier started to consolidate CGE’s 2714 subsidiaries into centralized controlled line of businesses. The important and critical to CGE’s corporate vision was to expand his horizontal boundaries into different businesses like Telecommunications and then vertically integrate with other companies in that business to become a major player. Messier established a corporates office and policies for capital allocation along with resource management and incentive system...
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...The Case Study of Business Model of Veolia Water (Vivendi) Author: Xinyue Wang Student number: 1299580 Year: 2014 Supervisor: Prof. Dr. Patricia A. Adam Table of Contents 1. Introduction 1 2. Brief introduction of Business Model 1 2.1 Business model canvas 1 3. Business Model of Veolia 2 3.1 Customer Segments 2 3.2 Value Propositions 2 3.3 Channels 3 3.4 Customer Relationships 3 3.5 Revenue Streams 4 3.6 Key Resources 4 3.7 Key Activities 5 3.8 Key Partnership 5 3.9 Cost Structure 5 4. Conclusion from the study of business model of Veolia Water 6 4.1 Unbundling business models 6 4.2 Multi-sided Platforms 7 5. Assessment and Conclusion 7 Bibliography 8 Statutory declaration 10 Abstract Nowadays, with the development of economy, the problem of lack of resources came to sharper. Thus the issue of how to protect environment and save resources has gained much emphasis recently. Therefore, some enterprises have become more heating due to their outstanding business on environmental-friendly aspect. Vivendi is a company whose business involves water supply and water management, waste management, energy and transport services. Veolia Water is a subsidiary of Vivendi, it is committed to providing clean drinking water, and collecting and treating waste water or sewerage water. Because of its advanced technology and strong brand image, nowadays...
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...A. Assumptions 1. IT was the future of the new economy. Therefore, the company should refocus into an IT communication based company. The biggest players will be those who enter into the fray early, which spun off his rapid acquisitions and buying of stakes in related companies instead of allowing for gradual internal growth 2. The global economy would grow indefinitely with no problems 3. The water business was not a growth business Capital Culture：以为欧洲人可以接受美国文化，拥护他的想法 事实上法国人拒绝Americanize State：无条件支持 Skill formation（employee training）：generalist----France 不利于radical innovation； Financial system Strategy: 想建立双元制企业 ambidextrous 政府支持 并购可以低成本扩张，规模效应，资产增值，提高行业进入成本 B. 为什么好收购 USA：Financial market liquid; venture capital strong bb 允许hostile takeover France：two tier; social distance--- employee no power; CEO is Chairman, high power; ownership control---direct & market control的combine （员工，股东都不能影响决策，只有state和CEO有影响和决策） 收购share price快速上涨，美国financial system和法国corporate governance的优点是成功的原因；法国的缺点是失败的原因 税前利润 EB 占state的便宜又能占conglomerate的便宜 曾经政府支持 state 双元制 理想---integration 新老share 老的不受新的影响 现实---新的occupy老的 manage resource sharing Growing global interest in communications. Lack of expertise in new business Rapid expansion---analysts had a tough time in understanding Messier’s planning and strategy; uproar by public and politicians—firing of Lescure; expansion at the expense of burdening the company with debt and overvalued assets; mounting debt due...
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...acts with integrity. I would describe some of Messier’s actions as corporate malfeasance. For example, Messier repurchased a significant amount of Vivendi Universal’s stock (i.e., 6.4 billion Euros from 2001-2002) to fund employee stock option grants. Because Messier was so focused on the firm’s stock, his focus was not on the firm’s financial stability nor did he make the best use of excess cash. Further, the accounting rules used were questionable, as Vivendi Universal used, and switched between, US GAAP guidelines as well as French accounting methods. Messier also allowed the firm to artificially raise its EBITDA by incorporating the firm’s subsidiaries’ profits. In addition, Vivendi Universal tripped a covenant, as it wrongfully allowed Cegetal (one of its subsidiaries) to lend money to the parent firm without the approval of some major shareholders. Finally, even as the firm lost billions of dollars each year, Messier’s salary and bonus kept going up. He even awarded himself 835,000 in stock options in 2001, while purchasing a $17.5 million penthouse in Manhattan with company funds. All these actions are consistent in that they are extremely deceptive. 2. At the beginning of his term he added value, however, as his time with the firm progressed, he continued to make poor decisions, ultimately leading to the demise of Vivendi Universal. When he first inherited the company, he made sound business decisions, focusing on the firm’s core businesses, divesting non-core businesses...
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...agree? The media industry has an unpenetratable monopoly- it is owned and controlled by 6 big owners. These companies are in charge of hundreds of different businesses involved in all aspects of media, such as television, radio and film. The big 6 have international dominance and earn billion dollar revenues; this is because they have many advertising opportunities to sell their products and services. With all of their different branches into different media based companies, they have lots of platforms to advertise to their consumers. An example of one of the 6 dominant owners is Vivendi, a French company. The company is mainly focused on digital entertainment and telecommunications. It owns French TV channel and movie producer Canal+, as well as music world leader Universal Music. It also owns mobile companies SFR (France) and GVT (Brazil) and controlling Maroc Telecom (Morocco). In 2012, Vivendi earned revenue of €28.994 billion. Working Title Films is a British film production company, based in London owned by Universal Studios. It produces popular feature films such as Love Actually and Bridget Jones, and several television productions. Working Title can produce any film with a budget of up to £35 million. However they them have to consult with executives at their parent company Universal before producing any film, so they could also fund more money(they have plenty billions spare). Universal don’t have a lot of input in the films, although like to take a lot of credit...
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...Vivendi Universal January 24th 2011 1) What is a class action? Does this kind of procedure exist in French Law? Why? Class action = a legal procedure which allows a group of persons (at least 100 persons) who suffered a damage resulting from a same act to act within a common procedure. In the US Lax, there are 5 steps for a class action lawsuit: 1) The summons and complaints 2) The class action certification 3) The notification to the public 4) The litigation phase 5) Settlement possible at any step! There are five criteria for a CA lawsuit to be certified * Numerosity * Commonality – common facts, common legal issue: there exist legal issues as well as facts that are common to the class members and therefore bind them together * Typicality: the claims of the CA-lead plaintiffs are representative of those of the class members * Adequacy: the lead plaintiffs should defend… * Superiority of the CA process * Separate actions would create a risk of inconsistent decisions * The class action procedure is superior to all other methods in order to resolve the issue in a fair and efficient manner Why not in France? Opt in system: you are not automatically in the class, you have to opt in A very controversial issue: * Some argue it could be favorable to defend the interest of citizens / consumers * Others worry about is impact on economic activities US Opt out mechanism: an issu within the French procedural...
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...Activision Blizzard, Fiscal Year 2010 Lance Kilpatrick Barbara McGuire Accounting 100 19 August 2011 Activision Blizzard is a video game publisher with a large customer base because of its record shattering sales numbers, as well as, its online gaming division that is the most recognizable brand in the industry. It was a small LLC from 1982 until 2001, at which time it began public trading for FY 2002. The annual fiscal report to the stockholders for Activision Blizzard begins with a list recent achievements gained in the past five years followed by a letter from both the current CEO and co-chairman of the board. In that letter both men explained the vision for future developments, and also explained the success of the company in the form of the company's first ever dividend, and gave detailed information concerning the multiple records broken in sales, digital sales, first time online subscriptions, and online users. The second part discusses in detail using graphs and charts the actual numbers of sales made. This portion includes digital and physical sales, along with, subscription sales. Because of the nature of the product the company will experience an increase in sales into the foreseeable future. The third part of the financial report discusses a ten year summary of financial data and trends of the industry. While sales did dip in FY 2003 sales skyrocketed with the introduction of World of Warcraft, the number one selling online game of all time....
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...Acting On a Strategic Vision Name Institution Case Questions 1. SWOT analysis SWOT analysis is a business tool that helps a corporation of any size to assess its viability. The tool helps to identify major pros and cons in the industry of choice. The SWOT analysis assesses strengths, weaknesses, opportunities and weaknesses for the business. The tool is a great tactic that can be used to identify the state of a market or industry at any point in time. For this case, the company that is given consideration is Electronic Arts. The company was established in 1982 under the operating name Amazin’ software. The company changed the name to Electronic Arts and continued to develop games and sell games. In the decade between 1980 and 1990 the company enjoyed major success in the gaming industry. At the end of 1989, the company had become a publicly traded company. The revenues of the company increased from an average one hundred and thirteen million dollars to two hundred and ninety eight million dollars within two years from 1991. The success continued until 2006, when they were knocked off the number one spot by a rival named Activision. The SWOT analysis is a tool that could have been used to help Electronic Arts to strengthen their position in the gaming industry. The application of the SWOT tool would have analyzed the market trend, the competition, the internal structure of the company, weaknesses of the company, the innovative opportunities available, and also identify the...
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...successfully purchased shares from its parent conglomerate, Vivendi, in order to gain more control as a subsidiary. The reasons for the split will be examined in this report, as well as the current shareholders’ reaction to these significant changes. In addition, there will be an analysis of the negative effects for Activision Blizzard, Inc. that results from the deal between the two companies. The report will then discuss the main issue of the low amount of cash on hand. The final stages of the report will provide strategic recommendations for a plan of action to help the company overcome this obstacle, while remaining the top developer and publisher in the interactive gaming industry. There are several goals that the report hopes to accomplish. First, it will provide insight into a company that dominates the entertainment software industry. Second, the study will illustrate the drastic change in a company’s cash on hand after the purchase of shares. Third, it will propose new ways for the company to continue its momentum and match its past success. Finally, the goal of the report is to establish Activision Blizzard, Inc. as a company that has broken free from its parent conglomerate. PROBLEM STATEMENT The Deal The announcement that Activision Blizzard, Inc. and Vivendi would engage in a deal that would make Activision Blizzard, Inc. majority shareholder left the minority shareholders in the dust. As of June 30, 2013, Vivendi had owned roughly 61 percent of the company’s shares...
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...Industry Overview 2.1 Scope (Products/Customers/Regions) The interactive gaming industry is comprised of manufacturing and developing of home entertainment software for the PC (including Macintosh), console gaming systems (Xbox 360,Nintendo Wii & GameCube, Sony PlayStation 2 & 3), portable gaming systems – PlayStation System Portable, Gameboy Advance, Nintendo DS), online gaming (web and Java based software), and mobile platforms (iPod, iPhone and Smartphones)6. In this way, this industry is very much global in terms of the development of games to the end users of software that are comprised of hardcore and casual gamers across many multiple platforms. In terms of the United States interactive software market, it “generated total revenues of $9.5 billion in 2007, which represents a compound annual growth rate (CAGR) of 4.8% for the six-year period spanning 2002-2007”7. It is interesting to know that “console games software sales represented 82.6% of the market’s overall value. In comparison, the sales of personal computing games represented 17.4% of the market’s aggregate revenues”. In this way, development of new hardware sales usually drive the demand for development of high performance gaming software, as illustrated below9. As depicted previously, the future market value of this industry in the United States is expected to grow by 5% for the next five years, and total market value of $10.3 billion by the end of 201110. In comparison, the Asian market...
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...[pic] 1. Introduction Activision Blizzard is an American video game developer and publisher who is held by the French Vivendi group. It is the largest game developers and game publishers, and the first third-party game publishers in the world . Activision Blizzard was made by Activision and the U.S. Department of Vivendi, Blizzard Entertainment, on December 2, 2007, and Entertainment in July 9, 2008. The total operating funds is $ 18.9 billion . In November 2009 , Activision Blizzard 's first -person shooter "Call of Duty : Modern Warfare 2" 4.5 million the number of pre-sale , and $ 400 million sales in the first day, what break the highest first day sales in the Guinness World record. Another major business of Activision Blizzard Blizzard Entertainment is a popular online role -playing game "World of Warcraft " and " Warcraft " series. From the market price, Activision Blizzard is the largest independent video game publishers in the world, because before the merger , the Activision is the second largest third-party game producers and publishers, and the EA Inc. is the biggest at that time. After merged, Activision Blizzard is not only more than EA, became the first major third-party publisher of the game , but more than Nintendo, became the first major game production and distribution company . 2. Industry Structure and Global Markets In their market, Activision Blizzard is facing competition, and...
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...Activision Blizzard Analysis Activision Blizzard (ATVI) is a leading international publisher of interactive software products and downloadable content. Being a main player in the video games industry, the company has acquired several essential business strengths that made it succeed for a number of years. From making products carrying popular brand names, the company also takes pride of its product lines and innovative staff. Despite their strengths, Activision Blizzard has also encountered different problems that need to be addressed. These include the reduced slate of titles on a going-forward basis as well as the growing competition in the industry. To address these business concerns, it has been recommended that the company should consider limiting its product portfolio as well as conducting its target markets. This should help the company stabilize its financial status through sales generation and cost reduction. Company structure: Activision Blizzard organizational structure is base on 3 business segments. Activision Publishing, Inc. develops and publishes video games on various consoles handheld platforms and the PC platform. Activision also develop digital downloads to their game titles through retail channels with certain third-party publishers. Blizzard Entertainment, Inc. is well know to online gamer through Battle.net. Battle.net. host all Blizzard develops multiple award winning titles online such as Diablo, StarCraft, and World of Warcraft. The World...
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...By eliciting the example of Activision Blizzard, Inc., I’d like to point out the importance of administering a strong positioning strategy for firms: capacity to decide the course of marketing and sales, push for growth, and solidify their position in the market. Competitive positioning involves determining what features or benefits are most essential to the market, thereby constructing value for the market. Located on its investor’s page, the firm proclaims that it is “a worldwide online, PC, console, handheld and mobile game publisher with leading positions across every major category of the rapidly growing interactive entertainment software industry.”1 The video game industry of today looks vastly different than it did 10 years ago, with the stark contrast being that many firms are designing their games to be more family-friendly; the stereotypes of video games no longer being just in the realm of teenage boys. All in all, the industry is faring well with reported sales of 273 million units in 2009, generating an astounding $10.5 billion in revenue. However, it is rather difficult to enter as many games necessitate enormous investments. Not only is it tough to enter, it’s extremely competitive since the big players already own a vast majority of the best brands and are interrelated, thereby enjoying great competitive advantages. To again quote its investor’s page, Activision Publishing’s objective is to “create, acquire, and maintain strong franchises... execute disciplined...
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...Budget*4…………………………………………………………………………..16 Control management……………………………………………………………10 Schedule on the night…………………………………………………………….11 Environmental impact…………………………………………………………11 Appendices …………………………………………………………………….12 Executive Summary Modus Vivendi is a health-wellbeing consumer show. It focuses on four major aspects which are food, health, lifestyle and fitness. Our plan is to make £76,533 profit from sponsorships, tickets sales and shell sales. Our main sponsors are Holland&Barrett, Health&Fitness Magazine, Natural Products and Natural Health Services. The show’s target audience is 25 to 50 years old ABC1 house-wives with Children who are interested in living healthier and have disposable income, and tourists. We are going to use internet and print media to reach our target audience by promoting our convenient and special event at the Business Design Centre, at the unique time at the beginning of September which is just after the London 2012 Olympics, with a suitable ticket price of £10. We are also going to get health product samples from the exhibitors for our clients, offering different exercise activities, and cooking demonstrations. Moreover, we list possible risks and how we are going to evaluate it. Profile of the Event Company: Modus Vivendi is a brand new and refreshing events company providing health and wellness solutions for employer groups, insured groups, and individuals in the UK. The company’s solutions educate,...
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