1. What was Messier's strategy in transforming CGE into Vivendi, what assumptions was it based on and how justified were these?
2. What does this transformation reveal about the French business environment and the way that many large French companies are managed?
3. In what ways are the French and US business environments different and how did these differences affect the behaviour of the Board of Directors and the development of Vivendi?
4. What should the Board do and why?
5. What are the implications of this case, and the subsequent changes at Vivendi, for diversification and internationalization strategies of firms from different home economies?