...TATA & CORUS: A Case of Acquisition “There are not many opportunities for producers in emerging low-cost markets to gain access to the markets of Europe other than by acquiring a company like Corus,” John Quigley (Editor, Industry Publication Steel week) Thousands of Indians didn’t offer prayers for Tata Steel to clinch the deal for the AngloDutch steel maker Corus, as they have for the recovery of hospitalized Bollywood superstars. Nor did they erect 40-foot billboards of a smiling Ratan Tata, chairman of Tata Steel, after he won Corus. And the stock markets were clearly concerned about the Tata Steel’s new debt load. But despite all this, euphoria gripped the nation. Finance minister P. Chidambaram offered unspecified help, if needed, to close the deal; fellow steel magnate Lakshmi Niwas Mittal cheered the acquisition, and excited TV newsreaders gushed. India’s first Fortune 500 MNC was born. Tata acquired Corus, which is four times larger than its size and the largest steel producer in the U.K. The deal, which creates the world's fifth-largest steelmaker, is India's largest ever foreign takeover and follows Mittal Steel's $31 billion acquisition of rival Arcelor in the same year. Over the past five years, Indian companies had made global acquisitions for over $10 billion. The Tata bid almost equals this amount. Most of them have averaged $100 to 200 million. "It is a two-way street now," Kamal Nath (Commerce Minister, India) said. "Not only India is seeking foreign...
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...Tata - Corus –A case of Acquisition Submitted To: Dr.R.Sahu By : Jitesh Maharwal(2004 IPG 29 ) Nikhil Garg(2004 IPG 44) Harendra Singh(2004 IPG 83) Sunny Tyagi(2004 IPG 83) Contents TATA & CORUS: A Case of Acquisition .......................................................................... 3 Steel Industry Background .............................................................................................. 6 Tata and Indian Steel Industry ........................................................................................ 9 SWOT Analysis: ....................................................................................................... 11 Global Steel Industry .................................................................................................... 12 Competition: US, Europe and Emerging Markets ........................................................ 12 Corus and Steel Production in the U.K ......................................................................... 13 Restoring Success ..................................................................................................... 14 SWOT Analysis: ....................................................................................................... 14 The Deal ........................................................................................................................ 16 Structuring and Pricing a deal .............................................................................
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...The Tata Corus merger has made Tata Steel the fifth largest steel manufacturer in the world. This is the biggest foreign takeover by an Indian company. Tata and Corus are both happy with the merger and Tata steel is likely to reap many benefits from this deal. The Tata Corus merger has earned Indian steel giant the status of the fifth largest steel manufacturer of the world. Described as the biggest foreign takeover by an Indian firm by BBC, the deal was values at an estimated $11 billion. The two parties had agreed at a value of 455 pence per share of Corus. Earlier in 1999, Corus was formed by a merger of Hoogovens, a Dutch group and British Steel. Tata steel, on the other hand has been India's leading steel manufacturer. Corus had held discussion with Indian, Russian and Brazilian firms for this merger. The ultimate deal with Tata was described as "the right partner at the right time at the right price and on the right terms" by Jim Leng the chairman of Corus. For the Tata chairman Ratan Tata it was a "defining moment. As a part of the deal Tata also contributed to the Corus pension fund. The Tata Corus merger is expected to provide an estimated $400 million worth of savings to Tata Steel in three years time. The estimated savings till March 2008 is 130 million dollars. A prime reason for such high volumes of savings is the availability of cost saving technology through this acquisition. According to Mr. B. Muthuraman, managing director of Tata Steel, a breakthrough technology...
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...AN ASSIGNMENT ON MERGER AND ACQUISITION OF Tata Steel and Corus BY Lokesh Bhatiya 09MBA02 SEMESTER 4 INTRODUCTION: STEEL INDUSTRY Contribution in the development of India’s economic growth: The Indian steel industry is more than 100 years old now. The first steel ingot was rolled on 16th February 1912 - a momentous day in the history of industrial India. Steel is crucial to the development of any modern economy and is considered to be the backbone of the human civilization. The level of per capita consumption of steel is treated as one of the important indicators of socio-economic development and living standard of the people in any country. It is a product of a large and technologically complex industry having strong forward and backward linkages in terms of material flow and income generation. All major industrial economies are characterized by the existence of a strong steel industry and the growth of many of these economies has been largely shaped by the strength of their steel industries in their initial stages of development. India is the seventh largest steel producer in the world, employing over half a million people directly with a cumulative capital investment of around Rs. one lakh crore. It is a core sector essential for economic and social development of the country and crucial for its defense. The Indian iron and steel industry contributes about Rs.8,000 crore to the national exchequer in the form of excise and custom...
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...SAHARA INDIA AND FORCE INDIA New Delhi: Sahara Group chairman Subrata Roy acquired a 42.5% stake in Force India, the Formula One team owned by liquor baron Vijay Mallya, for $100 million. Sahara Group’s Subrata Roy. By Abhijit Bhatlekar/Mint The sale of new shares to Roy will bring Mallya’s stake in Force India down to the same level—42.5%. Force India will be renamed Sahara Force India and Roy will take over as the chairman of the company, while Mallya will continue to be the principal and managing director of the team that is now ranked sixth in the constructor’s championship with 48 points. “No shareholders sold stakes and the entire $100 million will go to the team,” Mallya said. “This partnership will enable the team to invest in technology. There is no scope for any other stakeholder to come in, but we are open for sponsorships.” Mallya said he approached Roy and the deal was completed in record time. The decision to sell the stake will help Mallya, who owned 75% of Force India before Roy’s investment, infuse funds into the racing team as he struggles to turn around other companies controlled by him, including Kingfisher Airlines Ltd. The development comes weeks after Mallya said Kingfisher Airlines will exit the low-fare segment that will do away with the Kingfisher Red unit. The capital-starved Kingfisher Airlines, which hasn’t made a profit since its inception in 2005, had debt of Rs 7,057.08 crore as on 31 March. It posted a loss of Rs 1,027 crore on sales of...
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...TATA-CORUS MERGER * The Tata Steel's bid for Corus Steel, the first multi-billion dollar bid for an overseas company, is considered as a landmark case in Indian corporate history. * The Tata Steel's interest in acquiring Corus is in line with its growth objective of entering new, higher end markets and acquiring sophisticated customer base. * Enhanced scale have positioned the combined group as the fifth largest steel company in the world by production and have created vertically integrated global steel company with crude steel output of more than 23 Million Tonnes. * The company would required support of half of the shareholders present at the meeting and 75% of shares in value. * Cost concerns forced Corus to search for a strategic partner. Tata steel is the world's lowest cost producer of steel, while Corus's cost of production is almost twice that of Tata Steel. The deal was finalized on the 31st of January 2006 at an extraordinary general meeting held by Corus. * The climate at the time of Tata’s acquisition of Corus was characterized by an “eat-or-beeaten” mentality in which steel companies increasingly had to decide whether to be an acquirer or an acquisition target. These mergers and acquisitions were expected to eventually result in a handful of worldwide global giants in the steel industry. Merger and acquisition activity in the world steel industry was likely to result in a higher degree of pricing stability and better margins for the steel...
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...Finance II Professor. Nobuya Takezawa Individual Research Paper Tata’s Corus Valuation By: S Murali Manikandan Tata’s Corus Valuation Introduction: Tata Steel was established by an Indian, Jamshetji Nusserwanji Tata in 1907. Though he died in 1904, before the project came to light, he sowed the seeds for a company that can stand the test of times. A century later, they took over Corus to become the 5th largest steel producer in the world. On January 31st 2007, Tata Steel took over Corus for USD 12.11 Billion. It took 9 rounds of bidding against a Brazilian competitor, CSN to seal the deal. The deal between Tata and Corus was officially announced on April 2nd 2007 at a price of 608 pence per common share in cash. It was a 100% acquisition and a new entity was born, to be run by one of Tata’s subsidiary in London. When the acquisition process started off in 2005, the initial offer was 455 pence and finally ended with Tata paying 608 pence, which is 33.6% more than the initial offer. This raises many an eyebrows about the final price. What transpired between 2005 and 2007? Was 608 pence/share a fair price? Steel Industry Tata Steel has its own mines and manufacturing units for the production of all kinds of steel. Steel is an alloy consisting mostly of iron, with carbon content between 0.2% and 2.1% by weight depending on the grade. Iron, like most metals, is found in the Earth's crust only in the form of an ore, i.e. combined with other elements such...
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...The Last Rajah: Ratan Tata and Tata’s Global Expansion Name: Student Id: Lecturer Unit Name: International Management Unit Code: BUS323 Table Of Content 1.0 Source of Problem 2.0 Secondary Problems • Short Term: 2.1 Recession 2.2 Human Resource and Organisational Culture 2.3 Union Strike and Rebels • Long Term: 2.4 Corus Company Debt 2.5 Jaguar and Land Rover Take over 2.6 Chairman Replacement 3.0 Analysis • 3.1 The Economy and Tata Group • 3.2 Loss of Control Within Tata 4.0 Criteria Of Evaluation: Goals (Objectives/Performance Targets/KPI’s/Decision Criteria and Their Time Frames. 5.0 Alternatives • Short Term • Long Term 6.0 Recommended Strategy • Short Term • Long Term 7.0 Justification of Recommendations 8.0 Implementation, Control & Follow Up 9.0 Bibliography 1.0 Source of Problem The case study reviews the global expansion and progress of the Tata Groups of Companies under the leadership and vision of Ratan N. Tatan. Over the years, there were several challenges the Tata Company faced in order to expand globally and to be able to achieve global top status. The slowing down of the economy in Asia, as mentioned in the article would be one of Tata company key challenges. Secondly, a fundamental problem would be the continuity of Tata Group in recruiting new talents capable of retaining the Tata group value system and ethical standards as the company grows and becomes...
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...Steel in rural India: Big market waiting to be tapped INDIAN steel production grew 2.5 per cent in the first six months of this fiscal. Together with the surplus capacity, this makes for a mutually reinforcing cause-and-effect relationship, impacting the sector's performance. Though recently the demand for long products, traditionally used by the construction sector, has been on the rise, the prospect for flat products, linked to downstream industries, remains bleak. With the per capita consumption of steel in India almost static over the last few years at around 26 kg, one of the lowest in the world, demand growth is a matter of concern. The Ninth Plan working group predicted a domestic demand of around 31 million tonnes by 2000-2001. The actual aggregate demand, however, has not exceeded 26 million tonnes till now. Unfortunately, however, the production capacity of the steel industry has exceeded the 30-million-tonne mark. This mismatch has affected the country's steel scenario. Traditionally, steel demand has been linked to construction and infrastructure development. Over the last five years, two other segments — white goods and automobiles — have assumed importance. This segment-wise categorisation does not take into account the rural sector. And demand projections for general segments do not reflect the potential for increasing steel consumption in rural areas. The rural sector, especially in such prosperous States as Gujarat, Maharashtra, Rajasthan and western...
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...customers, employees and communities - is the most effective route to profitable and sustainable growth. The company has a vibrant mechanism for two-way communication, participative management through joint consultation and a high degree of commitment towards its social responsibility. Renowned for its pioneering initiatives in labor welfare and exemplary industrial relations, the company has not lost a single day of work since 1928. Some of the major initiatives in labor welfare which were later converted to laws by government are listed below: Tata steel started its expansion plan in 1990. It has set a target of production capacity of 100mt annually by 2015. Some of its major acquisitions are NatSteel (2004), Millennium Steel (2005) and Corus (2007). Its primary customers are in the automotive, construction, consumer goods, energy, power, shipbuilding, aerospace, railways and defense sector. It serves its customers, domestic and global,...
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...Request for Proposal (RFP) Qosina, is seeking a certified Microsoft applications trainer to train the staff on the use of Microsoft word, excel and power point. See the associated "Agreement for Services" which is located on our website. Assuming that we find a trainer we like and enters into an agreement with them. Background: We are a medical and cosmetics supply company located in Long Island, New York. We have been in existence since 1980, Qosina is a leading global components supplier to the medical and pharmaceutical industries. Qosina was established to serve the medical device companies by providing stock components. Companies purchase from Qosina to eliminate the cost of tooling their own components and to receive immediate delivery from inventory. This particular approach is useful to companies of all sizes, but has proven especially effective for small to mid-range manufacturing companies, as evidenced by Qosina's broad customer base cultivated over the years. Our company’s offering has grown from four pages of components in flier format to a 644-page catalog featuring thousands of stock items. We offer customer-centric solutions, such as providing samples for testing and sourcing items not already in Qosina's comprehensive catalog. Review services to be provided: This RFP is for an external certified Microsoft applications trainer. The selected independent party will: Train the staff on micosoft word, excel and power point to standard. Evaluate the...
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...T-bill at an asked price of $98 per $100 face value and you could sell to the dealer at a bid price of $97.95 per $100 face value. What are the quotation conventions on this bill and how is the yield calculated? What is the best measure of the yield on a T-bill? Answer 1) This T-bill would be listed in a table as follows: Days to Maturity 91 Bid 8.11 Ask 7.91 Ask Yield 8.186 2) The ask yield in the last column is the bond yield equivalent (b.y.e) of this T-bill. This is the yield (assuming simple interest) if you bought the bill at the ask price of 98 per 100 face value and held it for the full 91 days. æF -P ö B.Y .E. = ç ÷/t è P ø F = Face Value (=$100) P = Price Paid t = Fraction of a year In our case, B.Y .E. = 100 - 98 91 / 365 98 ( ) = .08186 = 8.186% NB: This formula is simple interest because it comes from: P (1 + rt ) = F which can be solved for r as æF -P ö r =ç ÷/t è P ø 3. The 7.91 under the word Ask in the table comes from the discount rate calculated on the bill. The discount rate is defined as: æF -P ö x discount rate = ç ÷/ è F ø 360 where X = days to maturity In our case (using the ask price): ( ) æ 100 - 98 ö 91 (ask ) discount rate = ç ÷ / 360 è 100 ø = .0791 = 7.91% ( ) 4) The 8.11 in the table under the word bid uses the same discount rate calculation as above except it uses the bid price (=97.95) in the formula æ 100 - 97.95 ö 91 (bid ) discount rate = ç ÷ / 360 100 è ø = .0811 = 8.11% 5) Note that the (ask) discount rate...
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...Group of companies. Post Corus merger, Tata Steel is India's second-largest and second-most profitable company in private sector with consolidated revenues of Rs 1,32,110 crore and net profit of over Rs 12,350 crore during the year ended March 31, 2008. The company was also recognized as the world's best steel producer by World Steel Dynamics in 2005. The company is listed on BSEand NSE; and employs about 82,700 people (as of 2007). Corus was formed from the merger of Koninklijke Hoogovens N.V. with British Steel Plc on 6 October 1999. Corus is a leading European manufacturer providing steel and aluminium products and services worldwide. It focuses on semi-finished and finished carbon steel products. Corus is Europe’s second largest steel producer with revenues in 2005 of £9.2 billion (US$18 billion and crude steel production of 18.2 million tonnes, primarily in the UK and the Netherlands. Corus provides innovative solutions to the construction, automotive, packaging, mechanical engineering and other markets worldwide.. Group turnover for the year to 31 December 2005 was £10.142 billion. Profits were £580 million before tax and £451 million after tax. Company Backgrounds Tata Steel, formerly known as TISCO (Tata Iron and Steel Company Limited), was the world's 56th largest and India's 2nd largest steel company with an annual crude steel capacity of 3.8 million tonnes. Based in Jamshedpur, India, it was part of the Tata group of companies. Post Corus merger, Tata Steel was...
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...mines.In 1971 and 1979, there were unsuccessful attempts to nationalise the company.In 1990, it started expansion plan and established its subsidiary Tata Inc. in New York. The company changed its name from TISCO to Tata Steel in 2005. After then Tata Steel Limited (formerly Tata Iron and Steel Company Limited (TISCO)) constructed their headquartered in Mumbai, Maharashtra, Based in Jamshedpur India, and a subsidiary of the Tata Group. It was the 12th largest steel producing company in the world in 2012, with an annual crude steel capacity of 23.8 million tons, and the 2nd largest private-sector steel company in India (measured by domestic production) with an annual capacity of 9.7 million tons and the world’s 56th largest company. Post Corus merger, Tata Steel was India’s second-largest and second-most profitable company in the private sector with consolidated revenues of Rs. 132,110 croresand net profit of over Rs. 12,350 crores during the year ended March 31, 2008. The company was also recognized as the world’s best steel producer by World Steel Dynamics in 2005. Tata Steel was one of the world’s lowest-cost producers of steel because of its high level of vertical...
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...Public Procurement in Pakistan 2.3 No Application in the Provinces 3. USE OF STANDARD PROCUREMENT FORMS 4. STANDARD BIDDING DOCUMENTS 5. COMMUNICATION AND RECORDS MANAGEMENT 5.1 Authority for Correspondence and Communications 5.2 Documentary Records 5.3 Responsibility and Accountability 6. PROCUREMENT POLICY GUIDELINES 7. CODE OF ETHICS SECTION TWO 1-49 STANDARD OPERATING PROCEDURES (See List in Section Two) SECTION THREE 1-17 STANDARD PROCUREMENT FORMS (See List in Section Three) SECTION FOUR ADDITIONAL NOTES TO THE STANDARD OPERATING PROCEDURES (See List in Section Four) ACRONYMS AND ABBREVIATIONS ADB Asian Development Bank AG Auditor General AGPR Accountant General Pakistan Revenue BOC Bid Opening Committee EOI Expression of Interest EPI Expanded Programme of Immunization FPC Federal Procurement Cell GFR General Financial Rules, 1951 GoP Government of Pakistan ICB International Competitive Bidding IFI International Financial Institution ITB Instruction to Bidders LC Letter of Credit LCS Least Cost Selection M&E Materials and Equipment Directorate at MoPW MCP Malaria Control Programme MoF Ministry of Finance MoH Ministry of Health, Islamabad MoPW Ministry of Population Welfare NACP National Aids Control Programme NCB National Competitive Bidding NCP Nutrition Control Programme NHF National Health and Population Welfare Facility NIH National Institute of Health NTBP...
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