On Thursday morning, Vivendi held its General Assembly at the Carrousel du Louvre in Paris. The opportunity for its chairman, Jean-Bernard Levy, back on the recent strategic transactions conducted by the media and telecoms group. The acquisition in early April, the entire capital of SFR marks the end of an era. The former Générale des Eaux was transformed into Vivendi Universal Jean-Marie Messier. This group was then a holding company, often minority participations disparate telecoms, television, cinema, internet, music … After going through a severe debt crisis in 2002, Jean-Rene Fourtou and Jean-Bernard Levy has radically restructured the group .
LE FIGARO. – The purchase of 100% of SFR is it a milestone in the history of Vivendi?
Jean-Bernard Levy. – Since its inception in 1987, we never had sole control of SFR.Jean-Rene Fourtou, upon his arrival, has understood the strategic importance and it has fought since 2002 to buy Vivendi's participation for sale by BT. It is only recently that Vodafone, our partner from the beginning accepted the idea of selling his share. In late 2009, we launched the sale of our 20% stake in NBC Universal, and there is barely three months we have realized. The proceeds from this sale enabled us to negotiate and secure the purchase of 44% of SFR held by Vodafone. It is a major turning point for Vivendi. It marks the completion of a long phase of restructuring and simplification. In less than ten years, Vivendi has experienced a profound transformation.
What is your strategy?
First, Vivendi has strengthened its core businesses into global and national leaders.Then, a conglomerate we have an industry group, managing all its assets and without minority participation. Finally, buying GVT in Brazil, we went looking for growth. Now we focus on organic growth through internal innovation, developing new products and services.
This transaction is financially attractive it?
It is a very good transaction for our shareholders and I am sure they appreciate it. With 100% of SFR, we have better access to its cash, especially a sharp increase in the outcome of Vivendi over 400 million euros in 2011, more than 600 million euros in 2012 and 2013, 350 million euros in 2014. This acquisition will bring us so 2 billion euros in extra profits in four years. Accordingly, we expect to grow our dividend in 2012.However, the dividend will increase more slowly than profit, as our distribution rate, currently 64%, is among the highest.
Are you going to buy out the minority of Canal + and Activision Blizzard?
For our subsidiary Activision Blizzard, world number 1 video games, trading in the United States gives visibility and shows the true value of the company fast cash. It also helps to develop the best talent pay systems that underpin the success of such businesses. Regarding Canal +, Lagardère our agreement with a scheme based on fairly simple: either we reach an agreement on the purchase price of the 20% stake in Canal + France, or it can make the market participation stock. The operation failed OTC, Lagardere launched and then stopped the IPO.We did not reopen negotiations with Lagardere.
Vivendi now appears as a group of telecom. Will you keep the contents?
I reject the relevance of the classification between telecom and media. For me, it is the organization of markets in the last century. Today, we live in a continuity in the value chain to the consumer digital content creation, platform services and applications, network infrastructure. Vivendi has a unique advantage is that it is present at all stages of this chain. Recently, the value focused on platforms such as Google, Facebook, iTunes. We, we, our own specialized platforms that fully meet consumers' expectations and World of Warcraft in-game video, Vevo in music, Canalsat in television.We continue to firmly establish and develop platforms to expand our services, not to be reduced to the role of "dumb pipes" as some would have us confine.
Do you create platforms that will be the future of Facebook or Twitter?
From experience, this is not in large groups to create social networks like Facebook, Twitter or their successors. Our presence in the platforms has a logic of knowledge and travel beyond the borders of our core businesses. Our mission is to cultivate more land to our jurisdiction, our businesses and our territories.
Do you intend to create more synergies between telecom and content?
The group did not need to be justified by synergies artificial. In contrast, we develop joint projects in our activities, piecemeal.For example, Universal Music and GVT created a digital music offering in Brazil, SFR sells offers Canal + in its 820 shops, Morocco Telecom and Canal + are working together on pay-TV platforms in Africa. I think when the synergies they can create additional services and therefore additional growth.
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