Subject category:
Strategy and General Management
Published by:
Stanford Business School
Version: November 2001
Length: 22 pages
Data source: Published sources
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Abstract
French utility, Vivendi, purchased the United States-based entertainment giant Universal in late 2000. In so doing, the rechristened Vivendi Universal became a major force in music, films, and television production, adding to its European-based cable television and telecommunications assets. By the end of 2001, Vivendi Universal was betting on continued convergence of distribution channels to knit together an international entertainment conglomerate. Its plans would put Vivendi Universal in direct competition with established entertainment giants such as Disney, Viacom, and the merged AOL Time Warner.
Location:
Industry:
Size:
215,000 employees, USD26.7 billion revenues
Other setting(s):
2001
About
Abstract
French utility, Vivendi, purchased the United States-based entertainment giant Universal in late 2000. In so doing, the rechristened Vivendi Universal became a major force in music, films, and television production, adding to its European-based cable television and telecommunications assets. By the end of 2001, Vivendi Universal was betting on continued convergence of distribution channels to knit together an international entertainment conglomerate. Its plans would put Vivendi Universal in direct competition with established entertainment giants such as Disney, Viacom, and the merged AOL Time Warner.
Settings
Location:
Industry:
Size:
215,000 employees, USD26.7 billion revenues
Other setting(s):
2001