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Arcelor Mittal Company Analysis

Introduction

Executive Summary

Arcelor Mittal is doubtless certainly one of the world’s main built-in metal and mining companies. Mittal steel was initially founded in India by Lakshmi Mittal. However nowadays because of merger between Indian-owned Mittal and Arcelor current headquarter is predicated in Luxembourg.

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Company was dealing with restricted progress opportunities in India and had to expand globally to keep its competitive advantage. Mittal noticed a huge alternative in purchasing assets of distressed firms for a budget price. Mittal believed that there might be a model new increase in demand for the steel trade.

As a result of global expansion, Mittal’s strategy and successful operations in Trinidad and Tobago in 1989, firm acquired crops in Germany, US, France, Romania, Algeria, Czech Republic, Bosnia, Macedonia, Poland and South Africa.

By the beginning of 2000s Mittal’s predictions got here true and world demand for metal was big and prices were hitting records high. All this was partly drive by demand from China.

In 2006, Arcelor and Mittal Steel merged into ArcelorMittal after a lot controversy.

Hostile takeover was faced by much opposition from European politicians. However, shareholders of Arcelor saw an enormous value in this deal and accredited it. In 2007 the newly merged ArcelorMittal continued to pursue an expansive growth strategy, with 35 transactions announced worldwide. New firm generated sales of $110 billion and net income of $10.2 billion, which made it the world’s largest metal company.

Key questions

  1. What forces drove Mittal metal to start out increasing throughout nationwide borders?
  2. Mittal Steel expanded into different nations via mergers and acquisitions, versus greenfield funding.

    Why?

  3. What advantages does Mittal Steel bring to the international locations that it enters? Are there any drawbacks to a nation when Mittal make investments there?

Case analysis

Porter’s five forces analysis

  1. Competitive Rivalry. Existing opponents are a dangerous threat to the corporate. The main risk from rivals is available in points of pricing. ArcelorMittal is the biggest metal producer, however not probably the most worthwhile. Low costs of opponents result in luring away customers and decrease profitability of the company.
  2. Supplier power. Suppliers pose a fantastic threat to the company. The major suppliers of the company are suppliers of iron ore. Vale, Rio Tinto, BHP, and Gloucester, the main suppliers within the industry, have been accused by large steel corporations of elevating ore prices and shifting bargaining power of their favor (Sarah, 2010). The pricing bargaining power appears to be centered on suppliers and had a negative impression on ArcelorMittal and the whole metal trade.
  3. Buyer power. The bargaining powers of patrons should not be underestimated. Despite the rising manufacturing of the steel industry, profitability has not elevated as a end result of falling costs. ArcelorMittal has all the biggest sources, together with modern know-how, that are important enticing options to potential buyers.
  4. Threat of substitution. Substitutes posturize a particular threat. But it also provides the industry the chance to discover and develop increasingly functions for steel, in addition to to realize success in manufacturing processes.
  5. Threat of recent entry. The business of metal has low potential threats within the form of new entrants to the market because of the necessity of large investments. The menace of recent entrants, nonetheless, is a distant opportunity and a uncommon incidence and, subsequently, does not cause a lot concern.

PESTLE analysis

Political

Arcelor Mittal operates in numerous growing countries. There are risks of widespread insolvency, mass unemployment and the deterioration of varied sectors of the economies where ArcelorMittal operates increased throughout disaster. Any slowdown in the development of these economies might have an opposed impact on Arcelor Mittal’s business, financial condition, outcomes of operations.

Economic

Arcelor Mittal’s activities and outcomes are considerably affected by international, nationwide and regional economic circumstances. ArcelorMittal operates and sells products globally, and, as a result, its business, monetary condition, results of operations or prospects could probably be adversely affected by fluctuations in exchange charges, volatility in the costs of uncooked materials, energy and transportation.

Social

Arcelor Mittal has already embedded sustainability principles into its basic contracts, and set out clear expectations in the areas of safety, health, social dialogue, and environment. It also requires suppliers to comply with all the relevant legal guidelines and laws.

Technological

Research and Development performs a key role in Arcelor Mittal’s technique to steer innovation in the world of steel. The Group employs 1,200 researchers in 13 research facilities all over the world. In 2006, US$185 million was spent on analysis.

Legal

The legal techniques in some of the international locations during which ArcelorMittal operates stay less than absolutely developed, significantly with respect to property rights, the protection of international investment and chapter proceedings, usually leading to a decrease level of legal certainty or security for foreign investment than in more developed international locations.

Environmental

Arcelor Mittal is the largest DRI (Direct Reduced Iron) in its Energy Plants instead to pig iron. ArcelorMittal helps the European Regulation of 18 December 2006 concerning the Registration, Evaluation, Authorization, and Restriction of Chemicals (REACH), which entered into pressure on 1 June 2007. ArcelorMittal is set to turn out to be the largest1 beneficiary of the EU Emissions Trading Scheme. By 2012 the corporate is about to have 80 million permits to pollute which it doesn’t need and which it was given at no cost.

Business Model Canvas

The business mannequin canvas, as proposed by Osterwalder and Pigneur (2010), distills an organization’s business model into 9 interconnected elements.

Conclusion

Answers

What forces drove Mittal steel to begin expanding throughout nationwide borders?

Firstly, the corporate was going through limited progress alternatives in the early Seventies in India. At that time Indian government closed the door to the skin world because of centralized financial system. The government determined how much to produce and at which price, many of the companies was state-owned. Moreover, companies required advanced procurement where they needed to undergo many absurd agencies to get a license to take a position and develop their enterprises.

Secondly, Milital Steel was going through intense competition from German SAIL (Steel Authority of India Ltd) and Indian TATA, founded by members of Tata family. High competition was followed by the continual shortages of coal, power and iuquirail transport. An estimated 450 million of salable steel was misplaced throughout 1979-80 because of these shortages. Moreover, Mittal-CEO saw the opportunity of emerging market growth in India. It was additionally the possibility for the corporate to gain aggressive advantage by acquiring plant in Indonesia and monopolizing the native market at that time.

Mittal Steel expanded into completely different nations via mergers and acquisitions, as opposed to Greenfield funding. Why?

Because of the droop within the economic system for a quarter century Mittal Steel was extensively engaged in mergers and acquisitions by virtue of entry capability and slow demand for steel and a higher demand for substitute materials. Mittal had all the necessary resources to raise struggling businesses. Furthermore, there was a possibility to buy low the assets of those loss making businesses. Besides, Mittal believed that eventually the financial system will turn round.

There are reasons why mergers and acquisitions are higher than Greenfield funding:

  • Mergers and acquisitions are faster to execute;
  • Acquiring a overseas firm means also buying priceless worthwhile strategic belongings similar to tools, customers and distribution systems;
  • Easier and less dangerous to purchase something already present than building it from the ground;
  • Mittal believed it could increase the effectivity of the acquired unit by transferring capital, expertise and administration abilities.

What benefits does Mittal Steel deliver to the international locations that it enters? Are there any drawbacks to a nation when Mittal invest there?

Mittal Steel brings a number of advantages to the nations that it enters. First of all, decrease prices of steel. Secondly, entrance of the company brings improvement of domestic economy. For instance, Arcelor Mittal invested billions of dollars in Brazil and Latin America to increase efficiency of their local steel and coal production and develop native infrastructure. It is important to say that the majority of acquisitions occurred in developed or transitional international locations with high need of investments. Third profit is job alternatives. Company offers job opportunities and trainings to the local workers. Company has 199,000 staff throughout 60 nations.

However, there are also some drawbacks. Being world’s largest steel producer Arcelor Mittal has an enormous influence on the international locations where company operates. Similarly with other MNC main downside is influence in local financial system, which can result in decrease of independence and sovereignty of a country. Another drawback is competition to the local metal producers. Presence of Mittal Company can discourage local producers from getting into to the enterprise due to high risk of competitors. Lastly, the principle disadvantage is pollution. Steel manufacturing requires massive inputs of coke (a type of coal) which is extremely damaging to the surroundings.

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