EuropaCorp S.A.: A Second Attempt at a Turnaround
(8 pages of text)
Case (Pub Mat)
In 2017, the French film producer and distributor EuropaCorp S.A. (EuropaCorp) announced a historical record loss of €119.9 million. The company had almost doubled its revenues between 2001 and 2010 by using an integrated studio model, but the recent losses had been substantial. After entering into a number of international joint production and marketing ventures, the company reported its highest revenues to date in 2015, only to announce in July 2016 that the company had incurred significant losses and that its revenues were the lowest since 2008. Once again, the company tried to turn itself around, strengthening its position by focusing on the founder’s core business and making some financial adjustments. A capital increase resulted in a positive shift in EuropaCorp’s shareholding structure; however, the company was still experiencing losses and was anticipating a continuing loss into the next year. Was there anything more EuropaCorp could do to change its position?
The case is intended for senior undergraduate- and graduate-level business school students in courses dealing with international strategic alliances, cross-cultural management, supply chain management, international business in the cultural industry, and corporate restructuring and governance. Working through the case, students will have the opportunity to evaluate the
- business model of vertically integrated companies in the cultural industry
- rationale and use of corporate turnaround strategies; and
- choice of alliance partner, the mode of alliance, and the legitimacy of the alliance.
Arts, Entertainment, Sports and Recreation
France; China, Medium, 2017
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