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TEAM I Diana P Ramesh R Saurabh Singh Sameer Chaubal Deepak Choedia Deepak Shinde Ferdinand J Padmanabha Johind M
RESULT
The merger resulted in the creation of the world s largest steel company. 2007 revenue - $105 billion Steel production - 10 percent of global output 320,000 employees Presence in 60 countries A global leader in all of its target markets.
RESULT
Though competitors they exhibited little overlap in terms of their operations. Arcelor s attributes proved to be highly complementary with Mittal owning much of its raw materials such as iron ore and coal and Arcelor having extensive distribution and service center operations. Unlike many mergers involving direct competitors, a relatively small portion of cost savings would come from eliminating duplicate functions and operations.
TOP MANAGEMENT
ArcelorMittal top management set three driving objectives before undertaking the post-merger integration effort. - Achieve rapid integration - Manage effectively daily operations - Accelerate revenue and profit growth.
CULTURAL INTEGRATION
Most integration initiatives fall short of reaching their goals during implementation stage and follow-up.
BAD TO WORSE!!
Malay Mukherjee, a former SAIL executive, stepped down from ArcelorMittal's Board, opposing the measures taken by Arcelor Mittal, indifference to employees, no effort to put down strikes, massive lock-outs, no effort to reduce pollution.
THANK YOU!