Mittal Steel in 2006

Mittal detach in 2006 Changing the Global firebrand Game Industry Analysis Although mark was a extravagantlyly filmed unspoilt, the intentness as a wholly was largely unprofitable. unmatched reason for this was that the industry remained super disconnected in contrast to their suppliers and even few of their buyers, who were considerably to a greater extent consolidated. Aside from the change magnitude argument that fragmentation contri aloneed to, it alike fast the steal industrys bar slang mogul to lancinating substantive suppliers and in some cases, such as the machine industry, the buyers.The yielding high fixed costs, volatile raw material prices, and intense price competition fueled unstable favourableness. Adding to the fragmentation issues was a lack of differentiation in the market. For the long-lasting time there were really just two crossroadion possibilities. One, being goodly interconnected and producing higher(prenominal)-grade marque at a hi gher cost of operation, or two, de-verticalize and tension on unkept cost, low-grade marque fruition. Depending on the production selected, the resulting rec overible guest base was limited.This lack of differentiation further fueled the limited negociate power of brand name manufacturers. As stated above, leaf blade was highly enquireed. The problem was that the emersion of that demand remained quite stagnate for nearly 20 years. It wasnt until the explosion of growth in the Chinese construction industry, attributing to 25% of amount leaf blade consumption, that the steel industry saw all profitability. In an industry where customers demand a low cost and a consistent product, being able to admit a reliable supply dapple being as cost effective as possible was samara to a firmlys success.Though there was a spike in Chinese demand, only those strategi bodey positioned could glide slope the true value of the Chinese market. This was because the steel industry ope rated primarily on an intra-regional basis. legion(predicate) a nonher(prenominal) factors attributed to this, but a firms dependence on raw material access, and trying to avoid high passage and tariff costs, as well as deli actually lags, were the primary reasons for high regional trade. In order to access the benefits of regional trade, firms had to expand their operations by dint of with(predicate) high FDI in the form of M&As.This gained them access to highly profitable regions and it allowed firms to bedspread their risk over a larger ara, reducing the impact of demand fluctuations in one particular region. The reason many an(prenominal) of these M&A opportunities existed was because of a study shit from judicature owned steel gives to privatization. with and through and through privatization, FDI opportunities became possible in many countries, thus make intra-regional trade more accessible and attractive. Consolidation & Integration Recognizing that the dynamic s of the market were changing, LNM was quick to take advantage.He was tight in his belief that they only bureau to create sustained success was through consolidation and integration. With increased privatization opportunities available, LNM began a series of M&As that would gain him access to regions that were highly profitable, had lower trade union movement costs, and would position him to catch higher bargaining power with suppliers. LNM made the first moves in the industry toward consolidation, and was this strategic initiative that has since compulsive the evolution of the industry to where it is today.A major inauguration of value creation was derived from their technological allure in DRI. LNM decided early on to cogitate their operations around integrated minimills, which was untraditional at the time. through and through this coordinate he was able to capture the upper limit value of his operation, using scrap in the minimills, indeed reverse integrating into DRI . once unreliable, DRI engineering science had advanced so such(prenominal) that its output was now equal to the quality of integrated steel plants.This technology stronghold go awayd them crack quality steel at a cheaper cost of production, providing them with a huge competitive advantage. Additionally, It was this technology, aided by a proven SWAT police squad and protocol, which supported their ability to transform underperforming government owned plants to profitable ones in a short period. LMNs initial onrush was to resurrect distressed government owed plants then breath new life into them through technology sharing and smart practices.He shortly sought larger targets that would scoreer him not only economies of scale, but too provide competitive advantages through geographic scope. outset with Karmet, he began to shift his targeting toward plants that were either highly integrated, possessed fundamental mineral rights, or supplied a strategic geographic advantage . Through designing their activity architecture in this way, Mittal steel became the worlds largest and most integrated steelman providing strong positions in North America, Europe, Asia, and Africa.The result of their strategic status, deal with their focus of coordination through KIP and KMP, made Mittal the first firm in the industry to operate as a transnational organization. Each plant provided its own uniqueness, providing different capabilities and skills that could be harness for the good of the whole organization. thither was also a heavy flow of people, materials and finance between the interdependent plants, but at the center of it all was the Mittal marque direct tight coordination and a shared strategic decision making process. On a regional level, they operated through regional hubs.This allows Mittals positioning of adjacent plants to source from the same(p) suppliers, increasing their bargaining power and reliableness of supply, while not jeopardizing arsenib alism of sales as each plants customer base was unique to their location. Mittals vertical integration in mining and low cost position helps support profitability and helps toreduce capital expenditure needs. They are the most diversified steel federation in the world in scathe of assetlocation and market presence. They also acquire a diverse product range, including both flat and long steel.As such, Mittal is not overly dependent on any singleregion, product, or end market. These benefits are somewhat mitigated however by the risks associated with Mittals rapid expansion through sciences. These include such things as institutional risks associated with emerging markets and uncertainties regarding the integration of newly acquired assets, although Mittalsintegration track participate has been victorious to date. Arcelor scholarship In light of the above information, I believe that Mittal should heed the Arcelor acquisition aggressively.Mittal Steel & Arcelor complement each o ther in terms of geographical coverage and product mix, as there is no hearty overlap. Mittal has strong positions in the U. S. market cheap operations in Central andeasterly Europe, Asia and Africa and vertical raw-material integration. Arcelor is the leader in higher value-added products with strongholds in Western Europe and Brazil, as well as a focus on Russia, India, and China. I believe that the positioning of Arcelors plants and resource capabilities would integrate nicely to Mittals activity architecture.There would be very minimal duplications of effort, and many of the regions that Arcelor operates are in prime locations to source raw materials. The attachment result only strengthen Mittals integrated transnational value chain. Through acquisition, Mittal would produce nearly 110 one thousand million tonnes of steel per year, making them three multiplication as large than their next competitor. Although this can lead to diseconomies of scale, in Mittals case, as the l argest player in the steel industry both globally and in the key markets, the combined group would enjoy significant bargaining power.Additionally, through shared expertise, the combined entity would be in a better position to develop the high growth region of China and South eastern hemisphere Asia. Arcelors alliance with Nippon and Mittals acquisition of Karmet and stake in Valin will provide access to critical Asian markets. disregarding of the synergies the acquisition will create, caution lifelessness needs to be exercised by Mittal. There are evident signs that the acquisition will not be welcomed by Arcelor, presumptuous that Mr. Dolles canceled meeting and unre glowering phone call was an indication to his temperature on the proposal.If the acquisition turned hostile there is a good chance Mittal would have to overpay for Arcelor, which could have adverse affects to it investment ratings. At the incumbent bid price Mittal would already have to leverage 5 jillion and wou ld be in debt by 11. 5 billion. Although they have a good track record of ROI and the industry as a whole has seen a spike in ROIC, they do not want to spend more than they have to. Despite the favorable muniment and perceived synergies, Mittal should pay at a maximum 27. 1 billion for the deal. They should on the face of it try to pay as coterminous to the current bid as possible, but at 27. billion they are exempt in a position where they could access the capital needed given their successful history. Also, at the mark of 27. 1 billion their debt would raise to 20 billion, but with an EBITDA of over 5. 5 billion annually, not to arouse the added revenues from the acquisition, the debt could be confidently paid off in a reasonable timeframe. If the command exceeds the mark of 27. 1 billion, the negotiations should be ceased and Mittal should pursue other opportunities to continue their global mark expansion.