Bertelsmann: The Ownership Question - Teaching Note
The leaders of Bertelsmann AG (BAG), the fifth largest media conglomerate worldwide and number one in Europe, had a decision to make in early 2006. Under an agreement it had reached in 2001, GBL, the company's only shareholder not controlled by the Mohn family, had the right to sell its 25% stake in the company on the stock market, provided it did not reach an agreement with the Mohn family beforehand for a buy back of this share package for a negotiated price.
This case briefly outlines Bertelsmann's business lines, its corporate culture and its governance structure in terms of family and business control. Afterwards, the conditions of both possible decisions (IPO and share buyback) and their consequences for the company are described. Students are expected to deliver a well-rounded rationale for their decision they would take if they were in the shoes of Gunter Thielen, CEO of Bertelsmann, and the main actor of the case.
This case briefly outlines Bertelsmann's business lines, its corporate culture and its governance structure in terms of family and business control. Afterwards, the conditions of both possible decisions (IPO and share buyback) and their consequences for the company are described. Students are expected to deliver a well-rounded rationale for their decision they would take if they were in the shoes of Gunter Thielen, CEO of Bertelsmann, and the main actor of the case.
Collection: IESE (España)
Ref: DGT-53-E
Format: PDF
Number of pages: 8
Publication Date: Jan 31, 2007
Language: English, Spanish
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Description
The leaders of Bertelsmann AG (BAG), the fifth largest media conglomerate worldwide and number one in Europe, had a decision to make in early 2006. Under an agreement it had reached in 2001, GBL, the company's only shareholder not controlled by the Mohn family, had the right to sell its 25% stake in the company on the stock market, provided it did not reach an agreement with the Mohn family beforehand for a buy back of this share package for a negotiated price.
This case briefly outlines Bertelsmann's business lines, its corporate culture and its governance structure in terms of family and business control. Afterwards, the conditions of both possible decisions (IPO and share buyback) and their consequences for the company are described. Students are expected to deliver a well-rounded rationale for their decision they would take if they were in the shoes of Gunter Thielen, CEO of Bertelsmann, and the main actor of the case.
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This case briefly outlines Bertelsmann's business lines, its corporate culture and its governance structure in terms of family and business control. Afterwards, the conditions of both possible decisions (IPO and share buyback) and their consequences for the company are described. Students are expected to deliver a well-rounded rationale for their decision they would take if they were in the shoes of Gunter Thielen, CEO of Bertelsmann, and the main actor of the case.
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