and transforming the company into a conglomerate‚ Messier focused on profitability and restructuring within the company. As Dejouany’s leadership ended with a cash crisis and corruption scandal‚ Messier’s leadership led CGE’s stock to an appreciation of 71.8% within two years after succeeding Dejouany. The leadership change occurred at the right time. Dejouany looked at the big picture and maneuvered CGE into a vast and profitable conglomerate at its prime‚ while Messier painted
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During the 1980’s the French economy expanded assimilating rapidly the scarce existing venture capital from the week capital market. As a company with a healthy cash flow‚ Compagnie Générale des Eaux (CGE) took advantage of economic circumstances and pursued a strong expansion strategy entering different business realms like real estate‚ healthcare‚ or telecommunication. Although this strategy worked well with the current economical conditions‚ the absence of an adequate organizational structure
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The French economy as a whole was growing rapidly and the hopes of an expanded market with the European Community were attractive opportunities for the firm. In CGE‚ one form of diversification was "cross shareholdings". The origin of this cross-shareholdings can be traced to the period 1986-1988 during a time of "cohabitation" in French government between a social president‚ Francois Mitterand‚ and a more conservative Prime Minister‚ Jacques Chirac. Afraid of the inability of the French weak
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Vivendi Case Write-up What is Vivendi’s corporate vision? How does this firm intend to create value? Vivendi entered the market as CGE‚ a water utility company with some activities in waste management under Guy Dejouany. Under him‚ the company grew rapidly expanding in a wide variety of businesses such as real estate‚ transport‚ healthcare and telecommunications. Dejouany’s management style focused on taking advantage of the 1980s which were a period of “unprecedented opportunity”. Management
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1. Background Video games are one of the most important and popular entertainments in 21st century. As a famous company of this field‚ Vivendi acquired the Activision in Dec 2007. After that transaction‚ the two big giants of gaming industry‚ Activision and Vivendi games— which includes Blizzard entertainment‚ announced that they would form "the world’s most profitable games business" in a merger deal of $18.8 billion. The business range of the new company named “Activision Blizzard”‚ would cover
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BUSI 410 Business Analytics Module 22: Revitalizing Dell 1 Last lecture • Home Depot revenue (forecasting) • Using correlation to choose lag • Using Durbin-Watson statistic to test missing drivers • Out-of-sample model validation 2 Dell’s success strategies • Direct model (marketing) – “Cut out the middlemen.” – NC born Harlem drug lord Frank Lucas • Mass customization (design) – Modularity – Component commonality – Postponement • Lean manufacturing (operations) – Just-in-time
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Major Facts: System specifications not clearly defined Contract wording is partial to S. O. Software Spares management module is a disaster Spares management module currently complicated and un-useable/outdated Spares management module behind schedule Regional and centralized inventory management system behind schedule S.O. Software depleted allotted financing The system software specifications were not drafted by S.O. Software personnel Major Problems: The contract
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Captiva Conglomerate I. Major Facts Captiva Conglomerate held a management meeting to discuss the contract with S.O. Software (SOS). SOS hold a contract to develops a custom inventory and spare parts management system‚ the intent of the system is to provide the operations section with better support than the current system and reduce inventory levels. Sam Sliderule‚ the Inventory and Spares Manager‚ tested the spare management module and called the software a disaster‚ and the module is currently
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SCHOOL OF BUSINESS ADMINISTRATION STRATEGIC MANAGEMENT VIVENDI-BLIZZARD CASE STUDY: A SITUATION ANALYSIS PAPER OUTLINE Instructor: Professor Clarisse Molad‚ PhD Student: Ilija Kuzmanovski Skopje‚ December 2012 CONTENTS 1. 2. 3. 4. ABSTRACT ............................................................................................................................ 2 INTRODUCTION .......................................................................................................
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Major Facts: The major facts that are to be taken into consideration are that the company Captiva Conglomerate has a contract with S.O Software developer for a new custom inventory and spare part management system. The management of Captiva Conglomerate is concerned with what to do at this point in the contract. Also‚ the president of Captiva Conglomerate signed the contract that states “best effort” which as long as S.O Software can prove it will be hard to sue for damages. Major Problems:
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