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Tata Corus Ppt

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Pankaj Hambarde
Pankaj Hambarde

The document discusses mergers and acquisitions (M&A) in international business. It provides details on the Tata-Corus merger deal, one of the largest M&A deals in 2006. Tata Steel acquired Corus, a British steel company, for $12 billion, creating the world's fifth largest steelmaker. The document outlines the M&A process, including due diligence, negotiations, financing, integration strategies, and the strategic and financial benefits of the deal for Tata Steel.

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MERGERS & ACQUISITION ,[object Object]
Prepared By ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object]
Types of mergers. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
WHY? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Why not? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Merger ,[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object]
Major Acquisitions – Big Deals Target Buyer Value($bn) Year Arcelor Mittal Steel 31 2006 NKK Corp Kawasaki Steel 14.1 2001 LNM Holdings Ispat Intl 13.3 2004 Tata Corus 12 2006 Krupp AG Thyssen 8.0 1997 Dofasco Arcelor 5.2 2005 Intl Steel Mittal Steel 4.8 2005
Acquisition ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Acquisition ,[object Object],[object Object],[object Object]
Acquisition Process Particulars Corus Currency: Rupee Millions TATA Steel Ltd Currency: Rupee Millions Year 2006 2005 2004 2006 2005 2004 ASSETS 582750.00 533925.00 467775.00 205,450.70 177,033.10 147,988.70 DEBTS 98100.00 105525.00 96000.00 45,932.70 42,073.10 39,982.90 LIABILITIES 231300.00 178425.00 155475.00 30492.10 33146.80 32665.90 REVENUE 760500.00 699900.00 596475.00 202,444.30 159,986.10 111,294.40 NET INCOME 33900.00 33450.00 -22875.00 37,346.20 36,032.60 17,887.80
Process of Acquisition ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Finding A Target Business ,[object Object],[object Object],[object Object],[object Object]
Appointing Advisers ,[object Object],[object Object],[object Object],[object Object],CORUS TATA J P MORGAN ABN AMRO CAZENOVE DEUTSCHE BANK HSBC STANDARD CHARTERED
Negotiating Terms ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Negotiation By Tata ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Taxation and Accountancy Considerations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Legal Documentation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Legal Documentation ,[object Object],[object Object]
Financing the Deal ,[object Object],[object Object],[object Object],[object Object]
DEVELOPING A POST-ACQUISITION STRATEGY: ,[object Object],[object Object]
First 100 Days: Conflict Points ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
In-house systems synergy Operational Excellence (low cost producer) Product Leadership (best product) Customer Intimacy (best total solution)
Strategy: Disciplines, Priorities ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Post M & A 4 Wheels Model Culture Business Objective M&A Strategy Structure Resources Leadership Person
Global Steel Ranking: (Ranking of Tata steel before deal- 55) Company Capacity (in million tonnes) Arcelor - Mittal 110.0 Nippon Steel 32.0 Posco 30.5 JEF Steel 30.0 Tata Steel - Corus 27.7 Bao Steel China 23.0 US Steel 19.0 Nucor 18.5 Riva 17.5 Thyssen Krupp 16.5
Conclusion ,[object Object],[object Object]
[object Object]

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Tata Corus Ppt

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  • 9. Major Acquisitions – Big Deals Target Buyer Value($bn) Year Arcelor Mittal Steel 31 2006 NKK Corp Kawasaki Steel 14.1 2001 LNM Holdings Ispat Intl 13.3 2004 Tata Corus 12 2006 Krupp AG Thyssen 8.0 1997 Dofasco Arcelor 5.2 2005 Intl Steel Mittal Steel 4.8 2005
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  • 12. Acquisition Process Particulars Corus Currency: Rupee Millions TATA Steel Ltd Currency: Rupee Millions Year 2006 2005 2004 2006 2005 2004 ASSETS 582750.00 533925.00 467775.00 205,450.70 177,033.10 147,988.70 DEBTS 98100.00 105525.00 96000.00 45,932.70 42,073.10 39,982.90 LIABILITIES 231300.00 178425.00 155475.00 30492.10 33146.80 32665.90 REVENUE 760500.00 699900.00 596475.00 202,444.30 159,986.10 111,294.40 NET INCOME 33900.00 33450.00 -22875.00 37,346.20 36,032.60 17,887.80
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  • 25. In-house systems synergy Operational Excellence (low cost producer) Product Leadership (best product) Customer Intimacy (best total solution)
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  • 27. Post M & A 4 Wheels Model Culture Business Objective M&A Strategy Structure Resources Leadership Person
  • 28. Global Steel Ranking: (Ranking of Tata steel before deal- 55) Company Capacity (in million tonnes) Arcelor - Mittal 110.0 Nippon Steel 32.0 Posco 30.5 JEF Steel 30.0 Tata Steel - Corus 27.7 Bao Steel China 23.0 US Steel 19.0 Nucor 18.5 Riva 17.5 Thyssen Krupp 16.5
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