Professional Documents
Culture Documents
By
Hemanth S.J Harleen Singh Gorani Dhaval Gayathri Diana Ritu
Mergers- A merger is a combination of two companies into one larger company, which involves stock swap or cash payment to the target. Acquisition - When one company takes over another and clearly established itself as the new owner, the purchase is called an acquisition. From a legal point of view, the target company ceases to exist, the buyer "swallows" the business and the buyer's stock continues to be traded.
Types of mergers.
Horizontal merger Vertical merger Conglomeration Market-extension merger Product-extension merger Product extension merger
WHY?
Gain market share Economies of scale Enter new markets Acquire technology Utilization of surplus funds Managerial Effectiveness Strategic Objective Vertical integration
Why not?
Grasping for a company simply because its on the market , or because a competitor wants to buy it. Overpayment or misguided purchase. Inability to integrate well Diverse Business ;Unmanageable. Leaping without looking at the value.
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102 years in steel bazaar Worlds 56th largest Capacity of 30 Million Founder:J.N. Tata Presence in 26 nations
Worlds 6th largest 2nd in Europe,1st in UK 371st rank in fortune list Presence in 50 nations 40,000 people worldwide.
Target
Buyer
Value($bn)
Year
Arcelor NKK Corp LNM Holdings Tata Krupp AG Dofasco Intl Steel
Mittal Steel Kawasaki Steel Ispat Intl Corus Thyssen Arcelor Mittal Steel
Acquisition
Structure Asset Purchase Business Purchase Share Purchase A Mixture Apportionment of Risk No Hidden matters Remedy warranty Indemnity
Acquisition
TATA-CORUS 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. Tata acquired Corus on the 2nd of April 2007 for a price of $12 billion. The price per share was 608 pence(rs 484), which is 33.6% higher than the first offer which was 455 pence.
Acquisition Process
Particulars Corus Currency: Rupee Millions 2006 2005 2004 2006 TATA Steel Ltd Currency: Rupee Millions 2005 2004
Year
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
Finding A Target Business Appointing Advisers Negotiating terms Due Diligence Exchange of Contracts Completion
Appointing Advisers
The Right Chemistry The Right Experience Size is not Everything Talk Your Language
CORUS J P MORGAN CAZENOVE HSBC TATA ABN AMRO DEUTSCHE BANK STANDARD CHARTERED
Negotiating Terms
The nature of the fit Commonality of client base Financial strength Strategic intent Sharing of resources Applicable Benefits
Negotiation By Tata
September 20, 2006 : Corus Steel has decided to acquire a strategic partnership with a Company that is a low cost producer October 5, 2006 : The Indian steel giant, Tata Steel wants to fulfill its ambition to Expand its business further. October 6, 2006 : The initial offer from Tata Steel is considered to be too low both by Corus and analysts. October 17, 2006 : Tata Steel has kept its offer to 455p per share. October 18, 2006 : Tata still doesnt react to Corus and its bid price remains the same. October 20, 2006 : Corus accepts terms of 4.3 billion takeover bid from Tata Steel October 23, 2006 : The Brazilian Steel Group CSN recruits a leading investment bank to offer advice on possible counter-offer to Tata Steels bid.
October 27, 2006 : Corus is criticized by the chairman of JCB, Sir Anthony Bamford, for its decision to accept an offer from Tata. November 3, 2006 : The Russian steel giant Severstal announces officially that it will not make a bid for Corus November 18, 2006 : The battle over Corus intensifies when Brazilian group CSN approached the board of the company with a bid of 475p per share December 18, 2006 : Within hours of Tata Steel increasing its original bid for Corus to 500 pence per share, Brazil's CSN made its formal counter bid for Corus at 515 pence per share in cash, 3% more than Tata Steel's Offer. January 31, 2007 : Britain's Takeover Panel announces in an e-mailed statement that after an auction Tata Steel had agreed to offer Corus investors 608 pence per share in cash April 2, 2007 : Tata Steel manages to win the acquisition to CSN and has the full voting support from Corus shareholders
Legal Documentation
Share sale Agreement The shares being sold The Price Restrictive Agreements Warranties Conditions to the Deal Transferring tangible assets Transferring Intangible assets Transferring Liabilities Transferring Employees
Legal Documentation
The Tax Deed The Disclosure Letter
1. 2.
Time Factor Leadership style differences Whos in charge? (Who won?) Organic vs. bureaucratic cultures Open vs. closed communication Decision making speed & style Structures that dont match
Company
Arcelor - Mittal Nippon Steel Posco JEF Steel Tata Steel Corus Bao Steel China US Steel Nucor Riva Thyssen Krupp
Conclusion
With Corus in its fold, Tata Steel can confidently target becoming one of the top-3 steel makers globally by 2015. The company would have an aggregate capacity of close to 56 million tones per annum, if all the planned Greenfield capacities go on stream by then. We can conclude that if the acquisitions well planned , Executed and the necessary precautions taken for the deal a company can achieve its strategic objectives and thus ensure its growth through Acquisition.
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