The Group had gotten a demerger in 2003 to create two separately listed entities that could pursue their own developmental strategies.
An advantage light business model managed and possessed just 18 of its 3,949 resorts, which substantially reduced capital requirements and enabled yield of funds to investors.
Develop and MAB's approach was to possess pubs and restaurants mainly in the UK. Its typical weekly sales per factory outlet grew from £14,100 in 2003 to £18,500 in 2007, more than three times the national average.
The owner of the pub went on to become one of the most sought after food service operators in all of Europe, since the competitive landscape radically changed in the pub sector of UK.
This case deals with the results of the demerger, with a focus on the shareholder value that the demerger of 6C might have created or destroyed with market information and financial data of pre and post -demerger intervals for comparison.
Publication Date: 06/14/2011
This is just an excerpt. This case is about Finance
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