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Analyzes of company: Channel + (2006)

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  1. Introduction
  2. The identity of the four giant DE BEERS
  3. The diamond pipeline
  4. The different diamond industries
    1. The gross diamond industry
    2. The jewelry industry
  5. The life cycle
  6. Competitive forces
  7. Developments and various strategic scenarios
    1. Possible developments in the diamond market
    2. The future of the rough diamond market
    3. The future of the jewelry market
    4. Diamond mining industry
    5. Possible strategies for De Beers
  8. Conclusion

Despite the merger in 2000 between the Channel + Group and Vivendi Universal (headed by Jean-Marie Messier) and the establishment of a restructuring plan, 400 million euros in savings and about 200 layoffs deteriorated the situation.

This resulted in the application of shareholders departure in July 2002. In addition, this period was marked by an almost total withdrawal of international companies in what was reflected in the resale of these foreign subsidiaries. So, from 2003, the company found that the growth path to reach the position it has today was leadership.

As seen earlier, this company has not always been in a strong position and had to try many strategies to find the one that allowed it to develop in a peaceful manner. It seems interesting to study the factors favoring the resumption of growth. In other words, this report will study the strategy followed by the group.

In addition, the group faces the development of a strong competition that could result in the dismantling of the company. Indeed, as the magazine's expansion and the group's merger with its rival TPS delayed the date on which the competition took place, the group may no longer meet the requirements of markets and may not correspond to finally building a long-term competitive advantage. (Eg in the case of a major development of similar services free as DTT (Digital Terrestrial Television), the company finds itself in a difficult position financially if it decides to match its competitors).

Thus, despite the positive results reported for 2004 and 2005 and in anticipation of 2006, the Channel + Group will have to cope with new changes and respond as quickly and adapted to changing markets. Initially, the study of the macroeconomic environment and its possible developments will help determine the general framework within which the group is located. The second part of the analysis will focus more on core competencies of the firm and also will highlight the areas in which the group will grow. Finally, by comparing the two previous sections, the analysis will conclude with the highlight of recommendations on the new strategy to implement.

Introduced as the Channel 4 and renamed Canal +, the first French pay channel has issued for the first time Nov. 4, 1984 and had 186,000 subscribers.
This concept is based on that of HBO in the U.S., today more than 8 million followers in France and proves the success of this launch.

Ever since December 8, 2000 the Canal + group is 100% owned by Vivendi Universal (major group in the world of media and telecommunications).
However, it enjoys significant autonomy which allows it to have its own management and organization. Canal + Group is an independent subsidiary and it acts in different areas that fall into three areas: Publishing, the production of audio visual content and dissemination.

However, it must specify that the company provides only paid content: it is indeed a so-called television "toll". This characteristic differentiates the image the historical chain has of TF1 and M6, both private operators but with free access for users. The company is therefore in the market for pay-TV which is only a segment of the television market.

Tags: Channel +, owned by Vivendi Universal group, analysis of Channel +

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