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In olden days companies used to take over another company primarily as part of its empire building strategy or to establish monopoly in a selected field. Today the scenario has entirely changed. Organic growth of an entity is becoming extremely difficult because of the demand for a fast track economic growth…
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Download file to see previous pages But if one can get an established unit in its chosen field the combined entity can take off within a couple of years after due integration.
Adding a new dimension to the issue Paul Tiffany, adjunct professor of management at Wharton and senior lecturer at the University of California's Haas School of Business in Berkeley, says that the global steel consolidation has an unfamiliar ring, he notes "It's interesting that the consolidation in the steel industry is driven not by market opportunity but by the threat of the
The most dramatic change in Indian business in the past decade has been the surge in ambition. Take Ratan Tata, the Mumbai-based tycoon who won the race to buy Britain's Corus Group, beating his Brazilian rival Benjamin Steinbruch in a fiercely contested auction.
British Steel and the Dutch group Hoogovens merged in 1999 to become the largest steel makers in Europe because they felt the necessity to out-grow their national geography. With the passage of time the same company felt that they need a global presence. As stated by Corus chief executive Jim Leng that Corus now felt it was "no longer sufficient to be European. This is a global industry," he said. "We have got to respond with passion, but with commercial passion. It's not about big companies and small companies, it's a matter of being globally commercial." ([email protected]).
"We want to expand into geographies where, as a group, we can have a meaningful presence. First, we have chosen countries where we felt we could make an impact and, secondly, where we are able to participate, as we have in India, in the development of that country. When you visit a country or examine
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a particular company, I think you intuitively know if there's an opportunity, and then you flesh out that opportunity in one form or other. If we get to the stage of justifying assembly or manufacturing operations, we will seek either to
contract them or to invest in facilities in that country." (Interview with Ratan Tata in India Today Magazine issue dated November 6, 2006).
In takeover parlance big sharks swallow up the small sharks. But in this case a small shark has swallowed a shark almost five times its size. It is the biggest international acquisition so far by an Indian company, and it coincided with Tata Steel's 100th anniversary. It will also be the Tata Group's 22nd foreign acquisition in two years. The Corus takeover catapults Tata Steel from its 65th place among global steel producers to the No 5 spot in the hierarchy of steel makers with a combined capacity of 23.5 million tons. Others ahead of it are Arcelor-Mittal (110 million tons), Japan's Nippon Steel (32 million tons), South Korea's Posco (30.5 million tons) and JFE of Japan (29.9 million tons). Excluding Corus, Tata Steel has plans to raise its Indian capacity to 30 million tons by 2015 through Greenfield projects.
Tata Steel managing director B. Muthuraman said in a statement after the January 31 deal ...Download file to see next pagesRead More
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