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They put in the shareholder letter that nothing was taboo, it was a call to bankers to pitch ideas.Financial sources say bankers are working on proposals that range from selling off individual business units, such as Maroc Telecom worth some 5.4 billion euros, to carving up the company with telecoms on one side and media on the other.But despite growing excitement at the prospect of a break up or asset sales, stoked by media reports and the sight of billionaire corporate raider Vincent Bollore building up a stake, investors might need to show a little patience.Bollore is positioning himself as a long term investor, working with Vivendi board, not pushing for radical change, according to people familiar with his thinking.More importantly, the principal architects of Vivendi strategy in the past decade, Fourtou and Levy, remain at the helm, and it might take the departure of one or both of them, or at least a seemly period for their views to evolve, before the company can plot a different course.The board and management will discuss group strategy and structure at an annual three day meeting in June. A spokesman said the event wouldn likely lead to big announcements.AND CHEESE Now an emblem of French capitalism, Vivendi traces its roots back to 1853, when Napoleon III founded it as a public utility to supply water to Lyon. It later expanded into property, environment and waste services until charismatic former CEO Jean Marie Messier pushed it to the brink of bankruptcy in 2002, chasing his vision for an integrated telecom and content empire.Fourtou was brought in as CEO to save Vivendi and swiftly organized fire sales of publishing and environment units.
Finally, the third empirical study challenges the effectiveness of earnings management in a M context by proposing that acquirers' pre merger earnings management can be uncovered and adjusted by the transacting targets. The key findings of the first study in this research suggest a strong tendency on the acquirer's side to manage their earnings upwards before completing non cash deals, while weak evidence is reported on the target's side. More importantly, pre merger earnings management does not seem to be significantly different between pre and post SOX eras, despite the assertions that the enactment of SOX was aimed at improving the reporting quality and the containment of earnings management practices.
