these changes to remain competitive and continue to meet the needs of their customers. They need the commitment and support of key stakeholder groups‚ such as employees‚ in order to ensure changes are embedded to shape the organization for the long term. Corus was formed in 1999 when the former British Steel plc merged with the Dutch company‚ Hoogovens. Corus is now a subsidiary of the Indian-owned Tata Group. Corus has three operating divisions and employs 40‚000 people worldwide: Corus Strip
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CONSOLIDATED FINANCIAL STATEMENT PROJECT TATA- CORUS ACQUISITION SUBMITTED TO: Dean Dr. Badrinath Prof. K. Govindarajan SUBMITTED BY BADRI NARAYANAN - 112071013 TABLE OF CONTENTS SR NO 1. PARTICULARS PART 1 • Global steel industry • About TATA Steel • About Corus PART 2 • Legal form • Mergers and Acquisition • Method • Terms of transaction • Valuation Matters 2. 3. PART -3 • Reasons for the merger • Objectives for a merger • Culture differences • Post - Acquisition 4
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IOSR Journal of Business and Management (IOSR-JBM) e-ISSN: 2278-487X‚ p-ISSN: 2319-7668. Volume 11‚ Issue 1 (May. - Jun. 2013)‚ PP 41-47 www.iosrjournals.org An Analysis of the Impact of Merger and Acquisition of Corus by Tata Steel Manoj Kumara N V 1‚ Dr. Satyanarayana2 1 (Doctoral Student‚ Department of Post Graduate Studies in Management Sciences‚Maharaja Research foundation. University of Mysore‚ India) 2 (HOD and Professor‚ Department of Post Graduate Studies in Management Sciences
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Case Study analysis TATA-CORUS:- Q.1. What are the benefits of the TATA-CORUS merger deal to the stakeholders of TATA Steel and the stakeholders of CORUS? Evaluate the post-merger security with the help of CAPM Model. A.1. On January 31st‚ 2007 India’s Tata Steel acquired Corus‚ the erstwhile British Steel Major at a price of 608 pence per Corus share totaling $12.1 billion/ Rs 54‚000 crore/ £6.1 bn‚ which was five pence per share higher than the offer of Brazil’s CSN (Companhia Siderugica Nacional)
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countries‚ including Australia‚ China‚ India‚ the Netherlands‚ Singapore‚ Thailand and the United Kingdom‚ and employs around 81‚600 people. Its largest plant is located in Jamshedpur‚ Jharkhand. In 2007 Tata Steel acquired the UK-based steel maker Corus in what was the largest international acquisition by an Indian company to date. Tata Steel is listed on the Bombay Stock Exchange‚ where it is a constituent of the BSE SENSEX index‚ and the National Stock Exchange of India. It is ranked 401st in the 2012 Fortune
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through continuous improvement Introduction Corus is part of the Tata Steel Group‚ the world’s sixth largest steel producer. Within Europe‚ Corus is the second largest steel producer with average annual revenues of around £12 billion. The company produces more than 20 million tonnes of steel each year‚ mainly in the UK and the Netherlands. It has a global network of sales offices and service centres‚ employing around 42‚000 people worldwide. Corus is a leading supplier of steel to some of the most
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INVESTMENT BANKING acquisition | tata acquires corus | SUBMITTED TO MAAM HUMA AYUB SUBMITTED BY MUHAMMAD ARSLAN SEHRISH MUSHTAQ DURDANA IRSHAD AGHA NAWAZISH ZUHAIB GUL BBA- 8 A-C DATE 10-01-2011 ACKNOWLEDGEMENT First and foremost we are thankful to Allah for giving us the mind to think‚ heart to feel and strength to complete this report. We would also like to thank our course instructor‚ Ma’am Huma Ayub for her advice and suggestions to this report. Without the assistance
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Case Study Tata Steel – Corus Group Plc Acquisition Group Report (Submitted towards Group assignment under Corporate strategy) eMEP10/ePGP03 IIM‚ Kozhikode. Submitted By: Table of Contents 1. Introduction 3 2. Tata Group 3 3. Tata Steel 4 4. SWOT Analysis of Tata steel 5 5. Corus Group Plc. 5 6. SWOT Analysis of Corus 6 7. Rationale for Acquisition 6 8. About the deal 7 9. Justification of Deal 7 10. Tata Steel financial position after the deal
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Tata Steel and Corus Deal Tata Steel Europe (formerly Corus)‚ a subsidiary of Tata Steel‚ last fortnight announced that it is restructuring its construction steel business‚ which will affect 500 jobs. This sent out another signal that Tata Steel is grappling with an acquisition which -at $13 billion- was too expensive and came at the wrong time. In 2007‚ the demand for steel was at its peak in Europe. A little over a year later‚ it plummeted‚ thanks to the economic meltdown triggered by the collapse
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AS A BARRIER TO SUSTAINING CHANGE • 21 oktober‚ 2012 • I kategorin organisational development • ← Till bloggen This essay will be based on the assumption that change is carried out‚ facilitated and/or resisted by people. On the same premises‚ people also make sure that change is sustained. I will start this essay by introducing how different views of authors could be molded together and through that introduce culture and the cultural heritage as a potential barrier to sustaining change. I will
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