Entity Dossier
entity

Canal +

Strategic Concepts & Mechanics

Strategic PatternEuropean Champion Against Anglo-Saxon Model
Signature MoveHelicopter Into the Office, Terror on Tuesday
Signature MoveDynasty Over Dividends
Signature MoveTen Baskets Never One Catastrophe
Cornerstone MoveControl Without Paying the Price
Cornerstone MoveFriendly Call Then Capital Siege
Risk DoctrineReasonable Adventures Doctrine
Operating PrinciplePoliteness as Refusal to Say No
Capital StrategyBreton Pulleys Capital Architecture
Relationship LeverageBernheim as Deal Godfather
Signature MoveHis Own Truth Subject to Change
Signature MoveRecurring Cash Funds the Crazy Bets
Strategic PatternContent Platform Not Channel Bouquet
Competitive AdvantageFamily Tree as Attack Map
Cornerstone MoveSell at the Cycle Peak, Strike in the Trough
Identity & CultureSolipsist Commander on the Bridge

Primary Evidence

"It must be said that the holder of the second greatest fortune in the world has enough to impress, even Bolloré, twenty times less endowed, according to Challenges' ranking. The latter acknowledges it with humor, when he says to those around him: "He is truly stronger than me. If I had invested the money I earned in LVMH stocks, I would be much richer...". However, the two billionaires started their journey almost at the same time, in the early 1980s, following very parallel paths, without almost ever crossing paths: they are only known to have one common investment, before Lagardère: the music channel Mezzo, acquired on a 50/ 50 basis by Les Échos (owned by LVMH) and Canal +, in July 2019. But for the rest, what similarities!"

Source:Bollore, l'Homme Qui Inquiete

""Unfortunately, it's a fact, the results of Canal + 2015 show a loss of over 260 million euros,” Vincent Bolloré details, on what would be his last public appearance. "What have we done? We have not implemented any redundancy plan. Out of the eight thousand employees of the Canal + group, we have only changed twenty-one executives, who have benefited from extraordinarily pleasant financial conditions. I completely understand the passengers' emotion when they learn that there is no more fuel and that we need to refuel while they thought everything was fine. I understand the concern. There is always something interesting to learn from criticism, even the most unpleasant ones. I come from the West, where the oyster, under the lemon, moves, even if the oyster remains an oyster. But unfortunately, as a manager, I cannot turn a blind eye to such a situation. I think people have cried wolf because they don't want to go on a diet! Why is my popularity not very high at Canal? Simply because we have reduced lavish lifestyles!""

Source:Bollore, l'Homme Qui Inquiete

Appears In Volumes