# data[].attributes.body
https://www.google.fr/amp/www.forbes.com/sites/greatspeculations/2016/10/13/how-is-starbucks-maintaining-its-competitive-edge/

# data[].attributes.body
www.forbes.com/sites/greatspeculations/2016/10/13/how-is-starbucks-maintaining-its-competitive-edge/

# data[].attributes.attachment_link.title
Creating shared value: how business can save the world

# data[].attributes.attachment_link.description
In his introduction of Michael Porter at the event Creating Shared Value: business must compete to change the world, which took place in Rotterdam last May, Pursey Heugens, RSM professor of organisation theory, development, and change said: 'Michael has been able to continuously reinvent himself, investing in the conceptual tools and global measurement strategies that have made his ideas measurable and actionable.'

# data[].attributes.headline
Money.Net Is Trying To Kill Off The Bloomberg Te

# data[].attributes.subject
Money.Net Is Trying To Kill Off The Bloomberg Te

# data[].attributes.body
http://www.forbes.com/sites/forbestreptalks/2016/05/03/money-net-is-trying-to-kill-off-the-bloomberg-terminal/#7474c28e7f94

# data[].attributes.headline
Burda signals confidence  in UK with Radio Times deal

# data[].attributes.subject
Burda signals confidence  in UK with Radio Times deal

# data[].attributes.body
https://www.ft.com/content/0ee26668-d7ee-11e6-944b-e7eb37a6aa8e

# data[].attributes.attachment_link.readable_text
L'aéronautique française a vécu une journée historique, ce jeudi. Après 121 ans d'histoire, les actionnaires de référence de l'équipementier Zodiac Aerospace ont accepté l'offre de rachat du groupe d'aéronautique et de défense Safran, le fabricant des moteurs du Boeing 737, de l'Airbus A320, du Rafale et de la fusée Ariane, qui avait déjà tenté de racheter Zodiac en 2010. A l'issue d'une phase d'intégration, qui devrait durer jusqu'à la fin de l'année, cette opération, d'une valeur totale de 9,7 milliards d'euros, propulsera Safran au troisième rang mondial des groupes d'aéronautique (à l'exclusion des avionneurs Airbus et Boeing), avec un chiffre d'affaires total de 21,2 milliards d'euros, dans la roue des deux géants américains, UTC (25,4 milliards d'euros en 2015) et GE Aviation (22,2 milliards).

Dans un communiqué, le président de la République a salué ce regroupement, dont l'Etat détiendra encore 12,6 % du capital, aux côtés des anciens actionnaires de référence de Zodiac (9,8 %) et des salariés (9,5 %). Le nouveau Safran réunira 92.000 salariés, dont la moitié en France. Sa gamme de produits, qui va des moteurs aux toilettes, en passant par les sièges et les trains d'atterrissage, sont présents sur tous les avions civils modernes, de l'aviation d'affaires aux gros-porteurs long-courriers. Safran détiendra notamment 39 % du marché mondial des équipements aéronautiques (systèmes électriques, toilettes, circuits d'eau et d'air...) et 61 % de celui des équipements de cabine (sièges, " galleys "...).

L'intégration de Zodiac permettra également d'équilibrer les activités en Europe (41 %) et aux Etats-Unis (37 %), et de réduire la dépendance actuelle du groupe aux ventes de moteurs. Dans le chiffre d'affaires du nouvel ensemble, les équipements pèseront autant que la propulsion et l'après-vente autant que la première monte. Par ailleurs, cette fusion n'engendrera, dans l'immédiat, ni réduction d'effectif ni fermeture de site, les activités de Safran et Zodiac ne se recoupant presque pas.

Selon Philippe Petitcolin, le directeur général de Safran, qui pilotera le nouvel ensemble pour trois années supplémentaires, la fusion générera néanmoins 200 millions d'euros de synergies par an, d'ici à trois ans, et permettra d'accélérer le redressement de Zodiac. L'opération aurait un effet relutif sur le résultat net dès le premier exercice complet post-fusion de 2018.

Bruno Trévidic Anne Bauer

# data[].attributes.attachment_link.title
Avec Zodiac, Safran s'impose comme le troisième géant mondial de l'aéronautique

# data[].attributes.attachment_link.description
L'aéronautique française a vécu une journée historique, ce jeudi. Après 121 ans d'histoire, les actionnaires de référence de l'équipementier Zodiac Aerospace ont accepté l'offre de rachat du groupe d'aéronautique et de défense Safran, le fabricant des moteurs du Boeing 737, de l'Airbus A320, du Rafale et de la fusée Ariane, qui avait déjà tenté de racheter Zodiac en 2010.

# data[].attributes.body
econlife.com/2015/04/competitive-strategies-to-attract-upscale-customers

# data[].attributes.attachment_link.readable_text
NEW DELHI: French auto major PSA Group, the maker of Peugeot and Citreon cars, is likely to announce its decision to re-enter the Indian market later this week through a manufacturing alliance with the CK Birla Group.

French publication Les Echos on Monday reported PSA Group has signed a joint venture agreement with the New Delhi-based CK Birla Group to make cars in India. CK Birla Group has a vehicle assembly unit in Tiruvallur, near Chennai.The unit currently produces Pajero Sport in collaboration with Mitsubishi Motors of Japan.

According to the French daily a PSA spokesman declined to comment on the report. Peugeot had initially entered the Indian market through a partnership with Premier Automobiles, which ended in the late 1990s. The auto major had later in 2011 attempted to foray into the country indepen dently . PSA Group had plans to set up a manufacturing unit with annual capacity of 170,000 units. Financial woes subsequently forced it to put the plan on the backburner.

The company, however, has chalked out an ambitious recovery plan under Chief Executive Officer Carlos Tavares. PSA has pledged to find an Indian partner and re-enter the Indian market over the next two years. The Indian market has continued to attract Peugeot's interest over the last few years.

The French carmaker had formed a new `IndiaPacific' business zone comprising of India, SAARC countries, Japan, Korea, Australia and New Zealand in September 2014. This is the fifth geographical business zone of the company and the only one without a single manufacturing unit.Later in April 2016, the PSA Group revealed its aggressive `Push to Pass' growth plan for the 2016-2021period. India is part of this plan as per which the carmaker is targeting a partnership deal by 2018 and a product launch before the end of 2021.

# data[].attributes.attachment_link.title
Peugeot maker may drive back to India with CK Birla Group

# data[].attributes.attachment_link.description
NEW DELHI: French auto major PSA Group, the maker of Peugeot and Citreon cars, is likely to announce its decision to re-enter the Indian market later this week through a manufacturing alliance with the CK Birla Group.

# data[].attributes.body
https://www.nytimes.com/2017/01/16/business/dealbook/luxottica-essilor-merger.html

# data[].attributes.body
https://www.monfinancier.com/peugeot-bientot-de-retour-en-inde-25134.html

# data[].attributes.body
https://www.nytimes.com/2017/01/16/business/dealbook/luxottica-essilor-merger.html

# data[].attributes.body
http://www.lefigaro.fr/societes/2017/01/16/20005-20170116ARTFIG00018-essilor-et-luxottica-fusionnent.php

# data[].attributes.body
https://www.bloomberg.com/news/articles/2017-01-19/safran-to-buy-zodiac-aerospace-in-all-french-aviation-deal

# data[].attributes.headline
PSA Group comes back to India through CK Birla Venture

# data[].attributes.subject
PSA Group comes back to India through CK Birla Venture

# data[].attributes.body
http://economictimes.indiatimes.com/industry/auto/news/industry/peugeot-maker-may-drive-back-to-india-with-ck-birla-group/articleshow/56773896.cms

# data[].attributes.headline
Citroen is changing its marketing strategy

# data[].attributes.subject
Citroen is changing its marketing strategy

# data[].attributes.body
Wants to make its brand evolve
Will sell cars in city center to better meet demand of customers
Develop 3 new services : Rent and Smile, Earn and Drive,Share and Drive
Launch of a new car per year and per continent for the next 10 years

# data[].attributes.body
http://www.challenges.fr/entreprise/carrefour-les-5-erreurs-de-lars-olofsson_1410

# data[].attributes.headline
Etihad Airways chief Hogan to step down: statement

# data[].attributes.subject
Etihad Airways chief Hogan to step down: statement

# data[].attributes.body
http://www.emirates247.com/news/emirates/etihad-airways-chief-hogan-to-step-down-statement-2017-01-24-1.646969

# data[].attributes.headline
BNP Paribas : « Le digital va permettre d'accroître la qualité de service »

# data[].attributes.subject
BNP Paribas : « Le digital va permettre d'accroître la qualité de service »

# data[].attributes.body
http://www.lesechos.fr/05/02/2016/lesechos.fr/021676153002_bnp-paribas-----le-digital-va-permettre-d-accroitre-la-qualite-de-service--.htm

# data[].attributes.headline
Citi will decide on its Brexit contingency plans within the next 6 months

# data[].attributes.subject
Citi will decide on its Brexit contingency plans within the next 6 months

# data[].attributes.body
http://uk.businessinsider.com/r-citi-to-make-decision-on-brexit-plans-in-first-half-europe-chief-2017-1?IR=T

# data[].attributes.attachment_link.title
Takeda CEO counters Trump on drug industry competition

# data[].attributes.attachment_link.description
DAVOS, Switzerland -- Takeda Pharmaceutical's CEO on Wednesday countered Donald Trump's statement last week in which the U.S. president-elect said the

# data[].attributes.headline
Groupe Bertrand veut rénover l’esprit brasserie

# data[].attributes.subject
Groupe Bertrand veut rénover l’esprit brasserie

# data[].attributes.body
http://www.lesechos.fr/industrie-services/conso-distribution/0211720173898-groupe-bertrand-veut-renover-lesprit-brasserie-2059365.php

# data[].attributes.attachment_link.readable_text
James Martin/CNET

Anyone who has ever been involved in closing a billion-dollar acquisition deal will tell you that you don't go in without a clear, well thought out plan.

Facebook CEO Mark Zuckerberg knows a thing or two about how to seal the deal on blockbuster buys. After all, he's the man behind his company's $19 billion acquisition of WhatsApp, he personally brokered its $1 billion buyout of Instagram and closed the $3 billion deal to buy Oculus VR.

Zuckerberg offered a primer on the strategies he and his company employ when they see an attractive target during testimony Tuesday in a lawsuit with ZeniMax Media, which accuses Oculus and Facebook of "misappropriating" trade secrets and copyright infringement. At the heart of the lawsuit is technology that helped create liftoff for virtual reality, one of the hottest gadget trends today.

A key Facebook approach is building a long-term relationship with your target, Zuckerberg said at the trial. These deals don't just pop up over night, he said according to a transcript reviewed by Business Insider. They take time to cultivate.

I've been building relationships, at least in Instagram and the WhatsApp cases, for years with the founders and the people that are involved in these companies, which made [it] so that when it became time or when we thought it was the right time to move, we felt like we had a good amount of context and had good relationships so that we could move quickly, which was competitively important and why a lot of these acquisitions, I think, came to us instead of our competitors and ended up being very good acquisitions over time that a lot of competitors wished they had gotten instead.

He also stressed the need assure your target that you have a shared vision about how you will collaborate after the deal is put to bed. Zuckerberg said this was reason Facebook was able to acquire Oculus for less than its original $4 billion asking price.

If this [deal] is going to happen, it's not going to be because we offer a lot of money, although we're going to have to offer a fair price for the company that is more than what they felt like they could do on their own. But they also need to feel like this was actually going to help their mission.

When that doesn't work, Zuckerberg said scare tactics is an effective, if undesirable, way of persuading small startups that they face a better chance of survival if they have Facebook to guide their way rather than going it alone.

That's less my thing, but I think if you are trying to help convince people that they want to join you, helping them understand all the pain that they would have to go through to build it out independently is a valuable tactic.

It also pays to be weary of competing suitors for your startup, Zuckerberg said, and be willing to move fast to stave off rivals and get the deal done.

Often, if a company knows we're offering something, they will offer more. So being able to move quickly not only increases our chance of being able to get a deal done if we want to, but it makes it so we don't have end up having to pay a lot more because the process drags out.

It wasn't clear why these strategies didn't work on Snapchat CEO Evan Spiegel, who famously rebuffed a $3 billion takeover offer from Facebook in 2013.
Tech Enabled: CNET chronicles tech's role in providing new kinds of accessibility. Check it out here. Technically Literate: Original works of short fiction with unique perspectives on tech, exclusively on CNET. Here.

# data[].attributes.attachment_link.title
Zuckerberg offers peek at Facebook's acquisition strategies

# data[].attributes.attachment_link.description
Anyone who has ever been involved in closing a billion-dollar acquisition deal will tell you that you don't go in without a clear, well thought out plan. Facebook CEO Mark Zuckerberg knows a thing or two about how to seal the deal on blockbuster buys.

# data[].attributes.headline
Air Liquide is expanding its home healthcare business in South America 

# data[].attributes.subject
Air Liquide is expanding its home healthcare business in South America 

# data[].attributes.body
https://www.airliquide.com/media/home-healthcare-acquisition-colombia

# data[].attributes.body
ALIBABA Buys Into Retail Store Strategy

# data[].attributes.attachment_link.readable_text
Become an FT Subscriber.

Gain a global perspective on the US and go beyond with curated news and analysis from 600 journalists in 50+ countries covering politics, business, innovation, trends and more.

Choose the subscription that is right for you

Not sure which package to choose? Try full access for 4 weeks

For 4 weeks receive unlimited Premium digital access to the FT's trusted, award-winning business news

Be informed with the essential news and opinion

MyFT - track the topics most important to you

FT Weekend - full access to the weekend content

Mobile & Tablet Apps - download to read on the go

Gift Article - share up to 10 articles a month with family, friends and colleagues

All the essentials plus
deeper insights and analysis

All the benefits of Digital plus:

Lex - our agenda setting daily column

In-depth analysis - on trade, emerging markets, M&A, investing and more

ePaper - a digital replica of the newspaper

Gift Article - share up to 20 articles a month with family, friends and colleagues

Delivery 6 days a week to your home or office with ePaper access

Monday to Saturday delivery to your home or office

FT Weekend - a stimulating blend of news and lifestyle features

How to Spend It - FT's multi-award winning luxury lifestyle magazine

ePaper - a digital replica of the newspaper

Learn more and compare subscriptions

# data[].attributes.attachment_link.description
Become an FT Subscriber. Gain a global perspective on the US and go beyond with curated news and analysis from 600 journalists in 50+ countries covering politics, business, innovation, trends and more. Choose the subscription that is right for you Not sure which package to choose?

# data[].attributes.attachment_link.readable_text
Your usage has been flagged as a violation of our terms of service.

For inquiries related to this message please contact support. For sales inquiries, please visit http://www.bloomberg.com/professional/request-demo

If you believe this to be in error, please confirm below that you are not a robot by clicking "I'm not a robot" below.

Please make sure your browser supports JavaScript and cookies and that you are not blocking them from loading. For more information you can review the Terms of Service and Cookie Policy.

Block reference ID:

# data[].attributes.attachment_link.description
Your usage has been flagged as a violation of our terms of service. For inquiries related to this message please contact support. For sales inquiries, please visit http://www.bloomberg.com/professional/request-demo

# data[].attributes.attachment_link.readable_text
MILAN/PARIS (Reuters) - Italy's Luxottica () and France's Essilor () have agreed a 46 billion euro ($49 billion) merger to create a global eyewear powerhouse with annual revenue of more than 15 billion euros.

The all-share deal is one of Europe's largest cross-border tie-ups and brings together Luxottica, the world's top spectacles maker with brands such as Ray-Ban and Oakley, with leading lens manufacturer Essilor.

"Finally ... two products which are naturally complementary -- namely frames and lenses -- will be designed, manufactured and distributed under the same roof," Luxottica's 81-year-old founder Leonardo Del Vecchio said in a statement on Monday.

Shares in Luxottica were up by 8.6 percent at 53.80 euros by 1405 GMT (9:05 a.m. ET), with Essilor up 12.2 percent at 114.60 euros.

The merger between the top players in the 95 billion eyewear market is aimed at helping the businesses to take full advantage of expected strong demand for prescription spectacles and sunglasses due to an aging global population and increasing awareness about eye care.

Jefferies analysts estimate that the market is growing at between 2 percent and 4 percent a year, while Luxottica and Essilor say that at least 2.5 billion people in the world still suffer from uncorrected vision problems.

The deal also removes -- for now at least -- uncertainty over succession at Luxottica, which has lost three CEOs since 2014 because of rifts with Del Vecchio.

"The strategic rationale is strong," JPMorgan Cazenove analysts said in a note, adding that the deal defuses the risk of growing competition between two groups that had been encroaching on each other's areas of expertise in recent years, with Essilor buying online retailers and Luxottica investing in lens manufacturing.

ONLINE FOCUS

Both companies have been grappling with slowing sales growth, hit by weakness in North America, and face rising competition from cheaper rivals and the challenge of online distribution.

While Asia and Latin America are seen by the companies as potential growth markets, e-commerce will also be a top priority.

Luxottica's third-quarter results had showed revenue from its online platforms grew by 18 percent, with the company stating that e-commerce had been targeted as an area for accelerated growth in 2017. The third-quarter e-commerce growth far exceeded that for overall sales, which rose by 1.4 percent at constant exchange rates.

The merger is expected to boost operating profit by up to 600 million euros in the medium term, the companies said.

It will also leave smaller rivals lagging even further behind. Dutch retailer GrandVision () and Italy's Safilo Group () had revenue of 3.2 billion euros and 1.3 billion euros respectively in 2015.

Though advisers on the deal have presented it as a merger of equals, Del Vecchio will be the biggest shareholder of the combined group with a stake of between 31 percent and 38 percent through his family holding company Delfin. Voting rights will be capped at 31 percent.

Analysts said that Essilor shareholders are getting a good deal because the share exchange ratio implies a 5 percent discount to Luxottica's closing price on Friday, which was down 27 percent from its 2015 peak.

Delfin will contribute its 62 percent stake in Luxottica at a ratio of 1 share in the Italian group for every 0.461 Essilor shares. The French lens maker will launch a mandatory exchange offer on all remaining Luxottica shares at the same ratio, with the aim of delisting Luxottica's shares.

TWIN BOSSES

The merged EssilorLuxottica will have 140,000 staff and will be headquartered and listed in Paris. It will also have a complex governance structure, with Del Vecchio and Essilor Chairman and CEO Hubert Sagnieres effectively sharing the driving seat, while the 16-strong board will have an even split of Essilor and Luxottica executives.

A source close to the deal said no arrangements had been made at this stage for when Del Vecchio will retire.

Del Vecchio, who returned to the helm of Luxottica two years ago after taking a back seat for the previous 10 years, will be CEO and executive chairman of the merged group. Sagnieres, 61, will serve as executive vice-chairman and deputy CEO, but he and Del Vecchio will have the same powers.

In a conference call with analysts, the two sought to play down concerns over the co-leadership.

"We have and share the same values, we have and share the same vision, we have and share the same interest in the product ... If we really want to provide consumers with the best product, Leonardo and I will have to co-manage," Sagnieres said.

Del Vecchio, who grew up as an orphan but is now Italy's second-richest person, said he had long dreamed of such a merger.

"This marriage will take place and will work," he said.

The deal is expected to close by the end of the year and Del Vecchio said he is confident there will be no problems gaining approval from competition authorities.

Luxottica and Essilor, which have a market value of about 24 billion euros and 22 billion euros respectively, had explored a possible tie-up a few years ago.

Luxottica said in September 2014 that discussions had taken place in 2013 but were dropped for a number of reasons, including shareholding governance issues.

A source close to the deal said that the two companies' business models, operations and strategy have converged since then and that the merger makes more sense now, given growing competition. The source said the tie-up had been agreed in the past six weeks.

Mediobanca advised Delfin on the merger, with Essilor advised by Rothschild and Citi.

Delfin's shareholders are Del Vecchio's six children and his second wife.

Additional reporting by Gianluca Semeraro and Claudia Cristoferi in Milan; Writing by Silvia Aloisi; Editing by David Goodman

# data[].attributes.attachment_link.keywords[]
medical equipment : supplies and distribution (trbc)

# data[].attributes.attachment_link.title
Luxottica and Essilor in 46 billion euro merger to create eyewear...

# data[].attributes.attachment_link.description
MILAN/PARIS (Reuters) - Italy's Luxottica () and France's Essilor () have agreed a 46 billion euro ($49 billion) merger to create a global eyewear powerhouse with annual revenue of more than 15 billion euros. The all-share deal is one of Europe's largest cross-border tie-ups and brings together Luxottica, the world's top spectacles maker with brands such as Ray-Ban and Oakley, with leading lens manufacturer Essilor.