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Study Topic 5 Corporate Strategy Choices for Axel Springer This German publishing company has many opportunities, and the money to pursue them. In 2007, Mathias Dpfner, chairman and chief executive of Axel Springer publishers, had about $2.8bn to invest in new opportunities. The previous year, the competition authorities had prohibited his take-over of Germany's largest television broadcaster, ProSiebenSat.1. Now Dpfner was looking for alternative directions. Founded in 1946 by Axel Springer himself, by 2007 the company was already Germany's largest publisher of newspapers and magazines, with more than 10,000 employees and over 150 titles. Famous print titles included Die Welt, the Berliner Morgenpost, Bild and Hrzu. Outside Germany, Axel Springer was strongest in Eastern Europe. The company also had a scattering of mostly small investments in German radio and television companies. Axel Springer described its strategic objectives as market leadership in the German language core business, internationalisation and digitalisation of the core business. Dpfner had opportunities for further penetration with his existing markets and products. Increased digitalisation of the core newspapers and magazines business was clearly important and would require substantial funding. There were also opportunities for the launch of new print magazine titles in the German market. However, Dpfner was considering expanding also into new markets and new products. Such moves would likely involve acquisitions: 'it goes without saying', he told the Financial Times, 'that whenever a large international media company comes on to the market (i.e. is up for sale), we will examine it very closely - whether in print, TV or the online sector'. Dpfner mentioned several specific kinds of acquisition opportunity. For example, he was still interested in buying a large European television broadcaster, even if it would probably have to be outside Germany. He was also attracted by the possibility of buying under-valued assets in the old media (i.e. print), and turning them around in the style of a private-equity investor: 'I would love to buy businesses in need of restructuring, where we can add value by introducing our management and sector expertise'. However, Dpfner reassured his shareholders by affirming that he felt no need 'to do a big thing in order to do a big thing'. Source: Financial Times Deutschland Questions - Using the Ansoff axes, - Classify the various strategic directions Mattias Dpfner is considering for Axel Springer. - What other options could Dpfner pursue