Abstract
The restructuring of Thorn EMI transformed a diversified conglomerate trading at a diversification discount into a focused music company, while creating considerable value for shareholders. At the peak of its diversification, the conglomerate lacked sufficient funds for investment in its flagship music division. During its restructuring, this lack was remedied by raising cash through asset sales and reinvesting the proceeds in the company’s core music activities. The Thorn EMI case contradicts the idea that managers destroy shareholder value when they reinvest the proceeds from asset sales for expansion through acquisitions.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
