Étude de cas. Vivendi: towards the end of the conglomerate?

Nabyla Daidj ()
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Nabyla Daidj: IMT-BS - TIM - Département Technologies, Information & Management - TEM - Télécom Ecole de Management - IMT - Institut Mines-Télécom [Paris] - IMT-BS - Institut Mines-Télécom Business School - IMT - Institut Mines-Télécom [Paris], LITEM - Laboratoire en Innovation, Technologies, Economie et Management (EA 7363) - UEVE - Université d'Évry-Val-d'Essonne - Université Paris-Saclay - IMT-BS - Institut Mines-Télécom Business School - IMT - Institut Mines-Télécom [Paris]

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Abstract: Vivendi, a French group, is currently present across the entire media and entertainment value chain (creation, publishing, and distribution of content) and in various markets through its subsidiaries as follows television and cinema (Canal+ group), book publishing (Lagardère), magazines (Prisma Media), video games (Gameloft), and advertising (Havas group). In December 2023, Vivendi announced in particular a plan to split the company into four publicly listed entities. These important strategic decisions have been completed in 2024, which appears to be a crucial year for the group. Is this the end of the conglomerate and/or the end of convergence strategy for Vivendi?

Keywords: Vivendi; Strategy; Diversification; External growth; Conglomerate; Conglomerate discount (search for similar items in EconPapers)
Date: 2025
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Published in 2025

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05063045

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