1.0 Shareholder Value and the Law Under the management of Mannesmann AG‚ Mannesmann was a highly diversified group of companies operating successfully around the globe. It had 130‚860 employees* generating sales of some 23‚265 million euros* in its Engineering‚ Automotive‚ Telecommunications and Tubes sectors. The enterprise had existed for 110 years. Mannesmann’s Engineering and Automotive sectors comprised five world market leaders with their subsidiaries and affiliated companies. Their 89‚832
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the Vodafone Case We start of with making the calculations for the premium that Vodafone is going to pay for Mannesmann. We know that Mannesmann will own 47.2% of the equity of the newly combined company. This is 47.2% from € 275 375 million‚ which is €129 997 million. Vodafone is offering 53.7 shares of the value of December 17‚ so € 4‚957‚ for every share of Mannesmann. Mannesmann has 517‚9 million shares‚ so Vodafone would pay 517‚9 million * 53‚7 * € 4‚957 = € 137 860.3 million. This would
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TERM PAPER OF STRATEGIC MANAGEMENT STRATEGIC AUDIT VODAFONE SUBMITTED TO:Mr. Amit Kumar Lal SUBMITTED BY:ARUN KUMAR GULERIA Section T1801 Roll No. RT1801A02 Program Code: 194 Reg. No. 10807166 LOVELY PROFESSIONAL UNIVERSITY LOVELY INSTITUTE OF MANAGEMENT (LIM) 1 © ARUN GULERIA | arun_guleria@ymail.com ACKNOWLEDGEMENT In order to make my project I acknowledge a special thanks to all those people without whose supports it would not be possible for me to complete for me to complete my
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Vodafone In today’s times it is impossible to imagine a world without the use of cellular phones. Mobile or Cellular phones have today gone from being just a prestige buy for some to becoming one of the most essential things that we need in everyday life. But what would mobile phones be without the network service provider? The answer to that question is absolutely no where. They could be used to play games‚ store numbers may be even take photographs but without the service providers they would
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Running Head: Business Performance Measures in Vodafone Group Business Performance Measures in Vodafone Group Toru Sekiguchi August 8th‚ 2010 i Table of Contents Title Page…………………………………………………………………………………............ i Table of Contents…………………………………………………………………….................. ii Abstract…………………………………………………………………………….................... iii 1. Introduction…………………………………………………………………………………. 1 2. Building a coherent set of performance measures………………………………………... 2 2.1 Performance Measures…………………………………………………………
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Background Information 2 Vodafone 2 Samsung 2 Capital Structure Analysis 2 Vodafone & Samsung Results 3 Liquidity analysis 3 Financial Leverage Ratios 3 Possible changes in Capital Structure – Vodafone 4 Possible changes in Capital Structure – Samsung 4 Capital Structure Finance Theories 4 Modigliani and Miller Irrelevancy Theory 4 Pecking Order Theory 4 Trade-off Theory 4 Clientele Effect 5 Traditional View & Shareholders Wealth 5 Vodafone 5 Samsung 5 Bankruptcy
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VODAFONE STP ANALYSIS STP Segmentation: Vodafone segments its target users by Income‚ Age‚ Service usage‚ Nature of customer‚ life of the service and geographical condition. Income Age: Vodafone segments its end users by segmenting them into “youth” and “adults”. It further categorizes these as college going kids‚ those that have just entered the corporate world and older adults. Service Usage: Vodafone segments its target consumers /users by the kind of service they are looking for. They
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Mr. Kirk Bowman ，a successful attorney and entrepreneur，made a presentation to share his experiences and offer advice on succeeding as an entrepreneur in the global market. In the presentation‚ Mr. Bowman first share his philosophy of life ‚ about what ‚how ‚why and the things good at ‚like ‚make money ‚mentioned Simon Sinek with his book “how great leaders inspire action” ‚GUY KAWASAKI and his book ”The Art of Changing Hearts ‚Minds ‚and Actions”‚ a nonprofit devoted to Ideas Worth Spreading named
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Footprints Making a difference one step at a time Vodafone India Annual Sustainability Report 2011-12 Introduction CEO speak About the report Vodafone India at a glance Mission statement Awards Pursuits that are making a difference • Fast Forward • Green building initiative • The ReSolve campaign • Green networks • Data centre • Switching centres • Video conferencing TABLE OF CONTENTS 3 4 5 7 9 10 11 People that are making a difference • Streamlining Human Resource function • Focusing
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Vodafone turns East 1. Presentation of the case Before China’s entry into WTO in 2001‚ government protected its strategic telecommunication industry and there were two domestic state-owned enterprises in the telecommunication market‚ CMHK and China Unicom. Whereas‚ the fixed-line telecommunication was dominated by China Telecom‚ China Tietong and a smaller fixed-line player‚ China Netcom. While the negotiations for WTO were taking place‚ China firstly agreed to basic telecommunication opening
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