此内容来自:文件夹
Vivendi's Jean-Bernard Lévy Bets on Digitally Connected Consumers
Since taking over as chief executive of Vivendi in 2005, Jean-Bernard Lévy has turned it around by streamlining operations and making some smart acquisitions. Lévy has built up Vivendi’s core businesses; now he wants them to collaborate more closely.
没有关于Vivendi Ceo Jean-BernardLévy的臀部。优雅而看似无法移开的法国人是一位严肃的古典钢琴家,父母将他送到英格兰的寄宿学校学习那里的语言。
但是Lévy,57,巧妙地统治了一个帝国,使其硬币从娱乐提供给年轻,数字娴熟的消费者。总部位于巴黎的Vivendi拥有通用音乐集团 - 该星球最大的音乐公司 - 以及60%的Activision Blizzard,加州出版商的畅销呼唤和魔兽世界的世界游戏专营权。亚慱体育app在集团的其他资产中:法国电信公司SFR和工资电视提供商运河+集团,巴西电信运营商GVT和摩洛哥摩洛哥的MaroC电信拉巴特53%的股份。
自2005年接管临时首席执行官Jean-RenéFoutou以来,Lévy建立了Vivendi的核心业务;现在他希望他们更紧密地合作。但前航空航天高管今年警告了疲软的收入,下一步是由于国内和摩洛哥移动市场激烈竞争等因素。
Lévy’s overall track record at Vivendi is impressive. He inherited huge debt thanks to a zealous overexpansion by Fourtou’s predecessor Jean-Marie Messier, who had recast the onetime water, waste and construction giant as a media company. Lévy streamlined Vivendi after Messier’s buying spree, selling its minority stake in NBC Universal to General Electric Co. But among other changes, he added growth stories by merging Vivendi Games with Activision in 2008 and acquiring GVT the following year. In 2011, Activision Blizzard’s revenue hit an all-time high of $4.75 billion; GVT’s earnings before interest, taxes, depreciation and amortization climbed 43 percent. Meanwhile, Vivendi’s adjusted net income rose 9.4 percent on revenue of €28.8 billion ($36.1 billion), to a record €2.95 billion, versus a €23.3 billion loss for 2002, when Lévy arrived as COO.
然而,最近,巴黎本地人必须觉得他正在领导召唤活动活动。Vivendi,其58,300名员工使其成为欧洲最大的电信和娱乐集团,来自股东之火。5月25日,Vivendi股票收于13.10欧元,2012年下跌23%。股东责备控股公司结构,并表示Vivendi应该出售资产。Lévy一直在忙着简化事物,部分是通过重大收购。去年Vivendi为伦敦的沃达丰集团的44%的SFR股权支付了79.5亿欧元。但是,SFR的边距已经被法国迷人免费移动的更便宜的包装锤。
在他的防守中,Lévy可以指出巴西和其他新兴市场的增长,占Vivendi去年的近20%。现在,音乐出版商已经弄清楚如何通过数字渠道获利,在通用音乐中也有更新乐观。随着消费者在线购买更多音乐和电影,Vivendi的选择包括普遍,运河+及其电信特性的更强大联系。
被称为最艰难的谈判者,Lévy从ÉcoleGoytechnique和TélécomParistech赢得了学位,然后在法国电信的工程师担任1986年之前。当年,他加入了法国公务员作为GérardHonguet,部长的技术顾问邮政和电信服务。从1988年到1993年,Lévy是位于图卢兹的Matra Matconi空间的通信卫星总经理。然后,他将在继任航空航天和国防公司Matra Communication的主席和首席执行官之前,将政府简单地重新加入了政府作为Longuet的工作人员。1998年,他搬到了巴黎投资银行和资本管理公司oddo&Cie,他上升到首席执行官。
Senior Writer Julie Segal talked to Lévy at the Hotel Sofitel in New York during last month’s French elections. Besides asking whether Segal’s 11-year-old daughter should be listening to Universal artist Lady Gaga, the father of four discussed changes in the music industry, Vivendi’s growth prospects and his strategic view of video game production.
亚博赞助欧冠机构投资者:In the French elections that just passed, Socialist François Hollande defeated Nicolas Sarkozy. The world is closely watching Europe, especially Greece. What will change for the European Union under Hollande?
税:欧元和希腊的情况不会改变,因为有一个新的法国总统。任何协议的措辞可能会改变,但它不会根本不同。希腊人需要十或15年的时间,拥有一个更健全的经济。问题是,他们将能够承受这些限制,还是他们将退出欧元区,这在一天结束时没有人关心太多,因为[希腊是]只有欧元的一小部分zone’s GDP.
Vivendi拥有一个非常不同的企业的投资组合。他们如何合适?
It’s quite simple. All we do is provide services to the digitally connected consumer. We don’t provide equipment; we don’t manufacture iPads or computers or headsets. We don’t create technology. But our future is tied up with the demand for sophisticated services that can be interactive, that can be broadcast, that can be accessed by hundreds of millions of people all around the world.
在过去的十年中,音乐行业的收入已经减少了一半。你为什么对未来持乐观态度?
Because we’re at a turning point when you look at the numbers. We are at a point where digitally distributed music is a very large part of total sales. It’s about half of what we sell in this country and about 30 percent globally. Digital distribution looks like it is offsetting the permanent decline that is still going on in physical sales.
什么是驾驶那种趋势?
消费者终于了解音乐背后的投资和人才背后,他们愿意支付。他们现在用于支付数字分布式音乐,该音乐分为两个主要领域,一个是您自己支付的音乐,另一个是您订阅的音乐,您可以在其中以无限的方式倾听数百万歌曲。
您一直在推广现在受欢迎的许多数字服务。告诉我这一点。
我们已经尝试了很多,即使我们在过去十年中进入的一些企业并没有成功。其中一些现在就像spotify一样工作。随着他们成功的,我们得到了我们所犯的投资的利益。我们非常活跃地帮助史蒂夫乔布斯和他的团队创造iTunes并使其成为音乐爱好者的愉快,有趣的体验。
谈谈普遍的更大策略以及如何在数字世界中获利。
正如您所说,市场下降了50%,但我们每年都有盈利。我们在兼并和收购方面非常活跃,添加到我们的目录和雇用好人。对我们的成功至关重要的是全球思考。50年来,音乐行业在地球上达到了少于10亿人:美国,加拿大,欧洲和其他一些人。我们现在必须为70亿人工作,所以我们真的需要全球思考。
如何在这些新的地理位置中销售音乐是如此不同?
You cannot think about physical records in countries where people have never bought a physical record. You need to create new channels to put music in front of people. You have to partner with people who already have the right channels into the public. We work with telcos in the Middle East, Asia and South America, including GVT in Brazil.
How have new French taxes hit Vivendi?
去年,我们支付了比我们计划更高的税金约2.5亿欧元。尽管如此,我们仍然由于收购SFR和Vivendi内的每个企业的良好表现,我们仍有录制号。今年,我们必须支付比计划的约6亿欧元,其中一些所得税和一些基于收入的税收。因此,我们的计划被我们的贡献大大改变。
你会做些什么来柜台?
我们必须找到增长领域。我们有一些。最大的是在巴西,但我们的大多数企业也有良好的增长前景。法国的业务有点困难,因为我们支付的额外税收可以食用利润。我们在亚洲寻找增长;我们在非洲的巴西找到了增长。
您最近接管了SFR的日常管理,因为它面临着艰难的竞争。什么是战略?
我们是法国第二大电信,唯一一个与国家控制的运营商[法国电信橙]在电信业务的各个领域竞争。因此,我们拥有一系列产品和服务,策略是保持并使这种位置成为现任者唯一真正的挑战者。我们已经增长了这家公司,该公司于35年前创建,使其成为欧洲最大的替代电信。
你如何处理这个价格压力呢?
削减我们的成本。
这是唯一的方法吗?
好吧,你有一个更好的吗?认真地,我们有所谓的转型研讨会与我们的员工。我们必须重新定义商业模式,以服务正在发生变化的市场的各种部分。我们有低成本的技术,现在正在成为这一业务的更大。我们必须适应市场的现实。这将是痛苦的。显然将裁员。
游戏世界发生了什么?
We have a very successful line of business called Skylanders that is targeted to six- and seven-year-olds. And then the game industry is addressing male and female teenagers, young adults and grown-ups. Some of our top brands have become hits all over the world. Social media like Facebook are forcing other changes as well. People now have the ability to play video games in all kinds of places with a cell phone, tablet or other device, through their home or their mobile connection. And many people play casual games, which can be accessed for free or for very little. So the market has been growing but also splitting. We are developing sophisticated games, which require a large investment and where people will pay a significant amount for a very extensive and comprehensive experience.
这意味着你必须扩展?
这意味着我们必须投资。我们只花了很多钱来只有几个游戏。我们并没有试图每月发射游戏;根据我们的一些关键特许经营权,如魔兽世界或暗黑破坏神或星际争端或Skycanders,我们正努力每年推出一些非常成功的游戏。
Vivendi is under pressure from shareholders. Why does the conglomerate structure still make sense to you, and what do you want to do with it?
We are unhappy with the stock price, and we’re doing all we can to improve it. A lot of it has to do with the businesses we operate and the countries in which we operate. I’m not searching for an excuse, but the telco business, especially in Europe, is leading to very low multiples. Over the past ten years, the company has been amazingly transformed. Even in the past three or four years, we’ve been making some key asset allocation decisions: allocating more money to emerging markets like Brazil, for instance, and getting rid of minority positions that were not very meaningful for us. • •