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Case Study Text and Questions 01

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THE ASSOCIATION OF BUSINESS EXECUTIVES ADVANCED DIPLOMA – BUSINESS ADMINISTRATION

JUNE 2001

CASE STUDY IN BUSINESS POLICY

LAFARGE AND THE ASIAN CEMENT INDUSTRY

This is an open-book examination and you may consult any previously prepared written material or texts during the examination.

The Association of Business Executives William House 14 Worple Road, Wimbledon, London SW19 4DD Tel: 020 8879 1973 Fax: 020 8946 7153 info@abeuk.com www.abeuk.com

On 13 October 1997, French based Lafarge launched a take-over bid for 100% of the shares of British company, Redland plc, the world leader in roofing tiles manufacture, at a price of £3.20 per ordinary share, equivalent to a total price of £1,669 million. In the following November, Lafarge raised its bid to £3.45 per ordinary share, equivalent to a total of around £1.8 billion (equivalent to FRF (French francs) 17.6 billion). As a result, Redland's Board of Directors recommended its shareholders to accept the Lafarge offer. Lafarge had a broad range of businesses in the construction materials sector, enabling it to play a part in every major phase of the construction process including civil engineering, structural works, interior works, facades, floors, partitions, ceilings, finishings and interior decoration. The Group operated world-wide and its products included cement, concrete, aggregates and gypsum. The acquisition of Redland in 1997 represented a major stage in Lafarge's development and, as a result, the Group generated sales of FRF 61.5 billion and employed 65,000 people world-wide in 1998. It had progressed from being world number three to world number two in concrete and from being the world's fifth-ranking producer of aggregates to world number one. The acquisition gave the company a new business, roofing, in which it became world number one and the world's top-ranking producer of concrete roof tiles and the foremost European producer of clay roof tiles. During the 1930's Redland had pioneered a process of extruding concrete roof tiles through a continuously moving machine which replaced the previous system whereby the cement and sand mixture was simply pressed into shape using wooden moulds. The company embarked upon an expansion strategy which involved joint ventures in the Far East and South Africa and, in the early 1950's, West Germany. Redland technology, based on the original extrusion process, was central to these and subsequently similar joint ventures, even into the 1990's. Appendix 1 provides some information on the process. In 1996, Redland's interests in Malaysia and Thailand performed well in meeting the demands of their rapidly growing markets in which C I Holdings in Malaysia and CPAC Roof Tile in Thailand both enjoyed commanding market positions. Investment was made to expand the Group's operations in Indonesia to meet the growing demand in that market. In Japan, an investment programme was underway to reduce costs and improve product quality to supply the high value Japanese market. In 1995, the latter suffered from a sharp decline in general economic confidence and also the aftermath of the Kobe earthquake which prompted a short term switch to lighter roofing products. Whilst sales of roof tiles in China remained at relatively modest levels, the business continued to build its sales through the start-up phase and the opening of a sales and distribution office in Beijing. A second plant, at 1 P.T.O.

Shaoxing near Shanghai, was successfully completed and commissioned. The first plant at Sanshui, near Guangzhou, made improvements to its operating efficiency while the difficult conditions for distributing products in China were progressively being overcome (see Appendix 2 for a full listing of Redland's joint ventures and subsidiary operations as at 1997).

The Integration of Redland into Lafarge Integration teams were set up in December 1997 to prepare the ground for Redland’s concrete and aggregates operations to merge smoothly and for its roofing products to be transformed into a fully-fledged Lafarge business. The teams were organised by sector (North America, United Kingdom and France for aggregates and Europe and Africa-Asia for roofing), co-ordinated by a central team and monitored by a steering committee made up of the Group's senior executives, under the chairmanship of Bertrand Collomb, Lafarge’s chairman and chief executive. The six-month integration programme was designed to provide a structure in which the new teams and units could define the strategies, fix the objectives and implement the action programmes that would make the acquisition rapidly successful. Asked about his objectives for Redland, Lafarge chairman and chief executive commented: ‘In the first instance, becoming more competitive and profitable, improving the balance of our portfolio of businesses and reducing our exposure to geographical risks. This acquisition, which is the largest ever made in the history of Lafarge, substantially increases our size and strengthens our leadership positions in our businesses. But what really counts is not size; it is having competitive and profitable positions and as a consequence creating value for our shareholders. On the one hand, we will create value from the Redland acquisition as a result of synergies in the aggregates sector and achieving greater professionalism and industrial excellence in this business area. On the other hand, the Redland roofing business is expected to rally from the adverse effects of a twoyear slump on the German market and to make a marked improvement in profitability thanks to cost reductions, promotional efforts and vigorously applied strategic moves. We also expect it to expand in Eastern Europe and the newly industrialised countries, with the backing of the rest of the Group. As of 1998, the Redland acquisition will have a positive impact on Lafarge's financial results. But action programmes in the process of being set up should show a margin of improvement for operating income in Redland business areas of more than one billion francs. 2

We must also very rapidly achieve a high level of mutual knowledge and understanding. Lafarge and Redland teams have been working on defining integration programmes to pave the way for a smooth merging of our concrete and aggregates operations in each country and to establish roofing as a fullfledged division of Lafarge. The acquisition of companies enabled the Group to strengthen its presence in new markets and extend its positions in both developing countries and the major Western markets (United States. but without losing sight of our respect for people and for cultures. and two thirds of sales were generated outside France in 1997. in contrast to only twelve a decade ago. Speed is the key to success because. becoming a world leader in gypsum. with the aim of confirming the Group as world leader in construction materials. Since 15 December 1997. The quality of this integration process will determine whether or not we achieve our objectives and are successful in our future operations. United Kingdom) and to achieve its primary objectives of consolidating its leadership and becoming yet more international: it now operates in 60 countries. Germany. From the outset. as against only one third ten years ago. That is why we want to move fast.T.O. and building up top-ranking international positions in speciality products. constantly improving the Group's industrial performance. The implementation of this ambition involved international development and exploiting all opportunities for profitable growth. . The goals of Lafarge's development policy include maintaining and improving its positions in cement. the work consists in instituting common work procedures and consolidating an abundance of financial and accounting data. it is important both to end uncertainty and respond to expectations rapidly. aggregates and roofing. These strategies were put into practice with a strong requirement for competitiveness and a desire to create maximum shareholder value.We have given ourselves six months to integrate Redland in the Group. improving the profitability of concrete. for employees and customers alike. This work will enable us to adjust the strategies and positioning of each of the businesses. so that we can derive the greatest possible benefit from the complementary structures of our businesses around the world. and broadening its range of products.’ Developments in 1997 Lafarge maintained its strategy of developing and optimising its business activities. 3 P.

The company reaped the benefits of both a further increase in cement prices and good results from the gypsum operation. Germany. record levels of business were achieved in the United States. Alongside the long list of acquisitions made in 1997. Austria. The Asian crisis did not produce a significant effect on figures for 1997. Basin North America Latin America Africa/Asia % 58 27 8 7 In 1998 Lafarge continued to implement the strategies that it had defined five years previously and which were founded on three basic principles: * creating value from current operations * expanding all businesses geographically * broadening the range of products 4 . The year also saw the implementation of a new Group research and development organisation. along with continued recovery in Canada. concrete. Malogoszcz in Poland. aggregates. boosting profitability and creating shareholder value. Spain and North America which resulted in nearly FRF 300 million of savings. These policies produced sharply improved results and all of the Group's businesses made progress in markets that in most cases showed positive trends. In North America.Enlarging its portfolio of businesses and benefiting from a particularly well-balanced geographical spread of sales. The company was also active in India and China which had been spared the crisis. Lafarge both increased its growth potential in developing countries and consolidated its operations in the major Western markets (United States. the company launched a programme to modernise production facilities in North America and applied a cost-reduction policy in France. although operations in South-East Asia were limited. United Kingdom). together with expanding its range of skills to further improve the service it offered to its customers. Lafarge’s sales by activity and geographical area in 1997 (excluding Redland) were: Cement Concrete Aggregates Gypsum Speciality Prods. gypsum and speciality products. Cementos Molins in Spain and South America and Hoganas Eldfast in Sweden. % 46 21 8 10 15 Europe/Med. Its objectives included developing its industrial positions and enhancing its reputation in these markets. All markets in the newly industrialised countries and Central and Eastern Europe recorded growth as did all the businesses of cement. In Western Europe. which included Romcim in Romania. the Group benefited as the market slump came to an end (except for Germany) and prices held up well.

Public spending throughout Western Europe. however. on the basis of French and English training programmes that would allow this policy to become fully operational by late 1999. A language policy was defined in 1997. Lafarge systematically encouraged an international outlook and the acceptance of mobility among a growing number of its employees. the construction market performed well. Brazil and Venezuela) and the countries of Eastern Europe significantly increased their contribution. primarily because of strong growth in volumes of gypsum wallboard. more than 400 managers worked outside of their home country. and detecting and managing potential. with the United States cement market enjoying its sixth consecutive year of growth.O. strategy and marketing. The newly industrialised countries (particularly Turkey. French cement imports stabilised at their 1996 levels and decreased in most other Western European countries. There were also further rises in cement prices. In just 10 years.Factors Affecting Performance The decline of the main Western European construction markets came to a halt. and in 1997 the emphasis was on offering international opportunities to young employees following experience in their home countries. and research and development (see Appendix 3). Morocco. The favourable evolution of the markets was due to good overall levels of house building and growth of the renovation segment. In North America. international mobility. Lafarge’s management structure consisted of several vice presidents with responsibility for the functional activities covering finance. was still strictly controlled by the various governments. Organisation To gain maximum benefit from its Group status. where there was another year of recession. and market recovery continued in Canada. . 5 P. Because of the growth and increasing diversity of the Group. with the exception of the German market. Against this background. there had been greater efforts than ever to formalise the policies and practices of human resource management. human resources.T. Results in gypsum in Europe improved substantially. This primarily concerned career management. the number of international managers in the Group had increased fivefold. recruitment. allowing Lafarge to consolidate its sales. Excluding former Redland employees. The latter were considered to be the repositories of know-how and through them that know-how was transferred to the various countries in which the Group operated. which focused on reducing public deficits.

meet the quality challenge. constantly improve the performance of production facilities and foster the technological leaps that would enable the development of future materials. The drive for innovation produced about fifty new products in 1997. To keep pace with demand from the market place and from the major players in the sectors of new construction. environmental protection and product quality. and which was also brought to bear on plant modernisation and rehabilitation projects. comfort and aesthetic appeal to everyday life. The Group carried out leading-edge research into forms of construction such as the association of mineral and organic products. The ease and reliability of application of materials were as much factors of competition as performance and durability. For example. Lafarge had acquired and fostered an expertise that ensured continuous progress in plant productivity. Lafarge made constant improvements to the technical performance of its products. whilst updating and internationalising knowledge and its application in a variety of geographical environments. competitiveness. formulation of new concrete product families higher in performance and of better appearance: concretes that could be pumped long distances. also. with an international team of top-quality researchers. The new organisation intended to create an increasingly dense network of competencies within the Group to provide ongoing scientific training to personnel. concretes with improved technology and concretes of the future. More than 400 people were employed on Research and Development at the Central Research Laboratory or in the various applications laboratories operating at the level of Group subsidiaries and divisions.Innovation Research and Development Policy A major aim was the development of construction materials to bring greater safety. ultra high-performance type of concrete reflected a complete technological breakthrough with properties of strength. In order to achieve its goals. the Lafarge Group carried out reorganisation of its research and development set-up. This new. building renovation and public works. 6 . self-levelling concretes. durability and appearance that made it an extremely versatile material with vast potential. particularly for bridge building applications. self-compacting concretes. to broaden the range of products and services. Modern construction materials required to be designed as systems rather than a simple addition of components.

O. This was followed in the early 1950's by Renown. no patent cover at this stage. concrete started to gain share strongly against slate and clay. International Growth The concrete tile market expanded rapidly from this point. to Redland.T. to make concrete tiles anywhere justified by the market. shape and profile. Marley followed with its own interlocking ranges. Regent and other models. In 1950. Complementing these advantages. From the outset the handmade concrete tile possessed its characteristic benefits over slate and clay: * * * * dimensional accuracy wider colour range price advantage better technical performance through higher strength. This was a major step although the concept of an interlocking design was already established in the clay tile market. 7 P. By this stage. Concrete tiles were initially made by hand. the most popular model in the UK and elsewhere. lower weight and much better frost resistance * geographic scope. however. the interlocking concrete tile had become a very efficient way of covering a roof through the use of a single layer of accurate and low cost tiles. Even so. Redland introduced Double Roman. both of which remained manual processes before the second world war. the handmade product was very competitive against slate and clay. the concrete tile enjoyed the protection afforded by registration of the design. The expansion was based on offering wide choice of colour. There was. The moulding of clay tile was notably less efficient than the extrusion process used for concrete. and there was no patent cover available to either company at this stage. With its considerable production cost advantage. in plain tile form. geographically. Marley started production at about the same time and also very close. the process was really pioneered by Redland after the first world war.APPENDIX 1 REDLAND TILE MANUFACTURE BASED ON THE EXTRUSION PROCESS Although concrete tiles of a sort had existed since the 1840's. the extrusion process was introduced and developed for plain tile making prior to the second world war. modified in shape and detail to avoid infringement of Redland's rights. due to more widely available raw materials. After the second world war came the first development of an interlocking concrete tile in the form of Redland's "49" tile (in 1949). . Moreover.

* extrusion provides speed and accuracy of tile forming. * effectively a continuous process. It has also stayed more closely focused on concrete tiles as opposed to derivative businesses. Redland combined a strong business strategy with the developing technology. It is fairly straightforward and is patented only as to specific areas of the plant. It is the tile forming which is the "clever" aspect.APPENDIX 1 continued It therefore provided a new concept of roof design to architects. Technology. Redland has always managed to maintain its innovative and marketing edge. The alliance with Braas (1954) was a key building block in Redland's international growth and a precursor to others in France (Saint Gobain) and elsewhere. Competitive Advantage and Ease of Copying Technical process details are only available to joint venture licensees. This was highly opportune timing given the need to rebuild post-war Europe. These benefit from technology in which: * product design is optimised both for processing and end performance. It is true to say that the process is relatively easy to copy. The success of the early 1950's therefore led to new UK plants and to overseas licensing of the process. 8 . * highly developed expertise in formulation balances processing characteristics and end performance. Throughout. design protection always exists and it is difficult for competitors to achieve Redland's high levels of efficiency. However.

and sand lime mortar 100 100 Redland Tile and Brick Limited. road surfacing materials. Surrey 100 100 100 Redland Readymix Limited.REDLAND’S PRINCIPAL OPERATING COMPANIES – 1997 APPENDIX 2 Principal activities % beneficial interest iin equity UNITED KINGDOM Sand and gravel.T. Leicester Redland Bricks Limited. stone quarrying. pipes and bricks. Ready Mixed Concrete (Eastern Counties). road surfacing. Nottinghamshire Road transportation services Concrete roof tiles. Staffordshire 100 9 Property management Ready-mixed concrete Ready-mixed concrete Redland Distribution Limited. burnt products and concrete products Clay bricks 100 Redland Aggregates Limited. Leicester Redland Roof Tiles Limited.O. Essex 50 . Co Antrim Redland Properties Limited. Surrey Concrete and clay roof tiles and Cambrian interlocking slates Research and development and engineering services Redland Technologies Limited. West Sussex 100 P.

ready-mixed concrete.7 APPENDIX 2 continued Schiedel Kaminwerke GmbH. Wartburg Ziegelwerke Gleinstatten GmbH BELGIUM RBB NV.8 Dan Tegl Tag A/S.8 12. Malmaison Cedex 66.8 . Pöchlarn Concrete and clay roof tiles Prefabricated chimney systems Clay roof tiles 25.4 50. Tessenderlo Concrete roof tiles 50 10 Concrete roof tiles Clay roof tiles DENMARK B C Danmark A/S 50. Oberursel Concrete roof tiles. stone quarrying.Principal activities % beneficial interest in equity CONTINENTAL EUROPE AUSTRIA Bramac Dachsteinwerk GmbH.8 50. flat roofing membranes and plastic products for the construction industry 50. road surfacing Concrete and clay roof tiles 100 Coverland SA.7 GERMANY Braas GmbH. Rungis Cedex Sand and gravel. Aalborg FRANCE Redland Granulats SA.

5 ITALY Braas Italia S. Madrid Concrete and clay roof tiles SWEDEN Zanda AB.8 50. Veszprém Concrete roof tiles 14.8 NETHERLANDS Redland Dakprodukten BV 100 11 Concrete roof tiles Concrete roof tiles Concrete roof tiles Clay roof tiles NORWAY Zanda A/S.. Munich APPENDIX 2 continued HUNGARY Bramac Kft. 50.T.Principal activities Clay roof tiles Prefabricated chimney systems 50.. Morgongäva P.8 50.O.8 . Lisbon Clay roof tiles and clay blocks 47 SPAIN Redland Ibérica SA.8 % beneficial interest iIin equity RuppKeramik Gmbh. Buchen-Hainstadt Schiedel GmbH Co. Slemmestad 50.p.A.8 PORTUGAL Lusoceram-Empreendimentos Ceramicos SA. Madrid 47 47 Industrias Transformadoras del Cemento Eternit SA. Chienes Concrete and clay roof tiles and flat roofing products Concrete and clay roof tiles 50. Sennan Vittinge Tegel AB.

Villmergen Concrete roof tiles 50. road surfacing and ready-mixed concrete Western Mobile Inc. ready-mixed concrete Concrete and clay roof tiles Monier Inc. Maryland Redland Stone Products Company.8 APPENDIX 2 continued NORTH AMERICA CANADA Redland Quarries Inc. sand and gravel.Principal activities % beneficial interest iIin equity SWITZERLAND Braas Schweiz AG. Colorado 100 . Ontario Stone quarrying. Texas Stone quarrying. sand and gravel. road surfacing. Maryland 100 12 Clay bricks Stone quarrying. readymixed concrete and burnt lime Stone quarrying. road surfacing materials and calcined dolomite 100 UNITED STATES OF AMERICA Redland Genstar. California 100 100 100 Redland Brick Inc. road surfacing materials. road surfacing materials. road surfacing materials. sand and gravel.

O. Osaka Concrete roof tiles 60 MALAYSIA AND SINGAPORE CI Holdings Berhad. concrete paving. Guangzhou Concrete roof tiles 80 APPENDIX 2 continued INDONESIA PT Monier Indonesia.7 THAILAND CPAC Roof Tile Co Limited.Principal activities % beneficial interest iin equity ASIA CHINA Sanshui Redland Building Materials Co Ltd. Bangkok 24. Manama Ready-mixed concrete and precast concrete 49 P. taps and road surfacing materials 25. Kuala Lumpur 13 Concrete roof tiles Concrete roof tiles.8 MIDDLE EAST BAHRAIN Delmon Ready Mixed Concrete Products Co WLL and Delmon Precast Co WLL. Jakarta Concrete roof tiles 60 JAPAN Nippon Monier Co Ltd.T. .

Ruwi Ready-mixed concrete 40 QATAR Readymix Qatar WLL and The Qatar Quarry Co Ltd.Principal activities % beneficial interest i in equity LEBANON Redland Readymix Sarl Ready-mixed concrete 50 APPENDIX 2 continued OMAN Readymix Muscat LLC and Premix LLC. Doha Ready-mixed concrete and stone quarrying 49 and 25 (respectively) SAUDI ARABIA Qanbar Steetley (Saudi) Limited. Dammam Ready-mixed concrete 50 14 Ready-mixed concrete UNITED ARAB EMIRATES Readymix Gulf Limited. Sharjah 40 .

Patrice Tourliere. STRATEGIC MARKETING Research and Performance Christian Sacchetti. which is made up of fifteen senior directors. RESEARCH AND DEVELOPMENT. Alain de La Bigne. GROUP AUDIT. Andre-Gilles Taithe. FINANCE. Denis Fabre. Didier Tresarrieu EXECUTIVE PERSONNEL MANAGEMENT. CONCRETE AND AGGREGATES PERFORMANCE. MIS. David Seroux. Olivier Luneau. SOCIAL POLICY. LEGAL AFFAIRS. Jacques Suart. the management comprised the following executive positions. Jacques Lukasik SCIENCE. INTERNATIONAL DEV. VALUE CREATION PROJECT.APPENDIX 3 LAFARGE BOARD AND EXECUTIVE MANAGEMENT In addition to the Board of Directors. James Nealis. BUSINESS DEVELOPMENT. all at vice-president level. Claude Rivoire.T. OF HR. GROUP CONTROLLER. Frederic de Rougemont. Patrick Alix. Dominique Malige. .O. GROUP CORPORATE COMMUNICATION Strategy and Marketing Dung Van Anh. CEMENT PERFORMANCE. CENTRAL RESEARCH LABORATORY 15 P. Jacques Henceval. CEMENT STRATEGY. IT. Finance Jean-Pierre Cloiseau. Roland Ferdegue. FINANCE AND TREASURY Human Resources and Communication Louis Dugas.

040 619 (222) 4.066 (27.287 1995 33.478) (5.902) (6.5 90.047 (522) 3.885 (851) 3.524 1996 35.169 116 (238) 4.630 351 (460) 5.525 (825) 2.562) 6.2 89.253) 3. Group share Net income per share (in French francs) Average number of shares (in thousands) 42.279 16 .153) 100 4.APPENDIX 4 LAFARGE Consolidated income statement for the year ended 31 December.700 (662) (192) 1.113) (5.262 (23.917 (1.846 20.437 (552) 3.571) 73 5. 1997 (IN MILLIONS OF FRENCH FRANCS UNLESS OTHERWISE INDICATED) 1997 Sales Cost of sales Selling and administrative expenses Gross operating income Depreciation and amortisation Share of earnings of equity affiliates Gross operating income on ordinary activities Gains (losses) on disposals Other revenues (expenses) Operating income Net financial expenses Income before tax Income tax Net income of consolidated companies Minority interests Amortisation of goodwill Net income.880 (2.225) 5.432 27.350 26.034 (519) (165) 2.664 (962) (270) 2.521 (604) 4.218 (22.222 (2.002) 162 4.6 88.128 (2.036) 8.

678) 32. trade Other receivables Accounts and notes payable.629 2.535 P.039 2.T.009 756 4.069 11.547 1.920 (5.088 6.555 2.961 30.575 7.391 33. net Investments in equity affiliates Other investments Long term loans and receivables Other long term assets Inventories and work-in-progress Accounts and notes receivable.129 1.509 11.675 37.968 4.731 1996 3.872 4.306 11.317 42.011) 23.935) 24. plant and equipment Fixed assets.and medium-term debt Current portion of long.705 73.O.148 42. 1997 (IN MILLIONS OF FRENCH FRANCS UNLESS OTHERWISE INDICATED) 1997 ASSETS Intangible assets Goodwill Property.305 148 29.613 3. LIABILITIES AND STOCKHOLDERS’ EQUITY Common stock 2.121 Minority interests 8.294) 9.803 6.432 43.130 Reserves 12.769 29.479 13.666 (1.897 1.637 1.316 4.138) 4.309 676 2.020 1.636 61.551 3.066 6.480) (10.and medium-term debt Short-term bank borrowings Cash and cash equivalents Net indebtedness TOTAL LIABILITIES AND STOCKHOLDERS’ EQUITY 17 35.731 .611 23.012 3.074) 3.204 4.230) Stockholders’ equity Group share 26.353) (5.366) 2.400 (2.719 (3.805 169 (3.274 73.526 32. trade Other payables Working capital requirements TOTAL ASSETS 4.776 Other equity 169 Total equity Provisions Long.601 3.366 Additional paid-up capital 12.559 1.843 (3.794 3.542) (5.513 6.479 6.938 37.104 (5.865 3.828 6.625 10.436 417 451 (4.645) 4.555 1995 3.398 4.160 5.535 2.855 Translation differences (1.555 1.758 9.939 21.APPENDIX 4 continued LAFARGE Consolidated balance sheet as at 31 December.360 12.

121 292.6 54.846 4.663 35.097 394.613 24.126 35.317 259.664 2.3 25.4 20.034 2.9 60.233 380.274 269.9 21.597 Per share data (in FRF) Attributable net income for the year Cash flow from operating activities 26.251 30.432 6. per share (FRF) Net indebtedness 18 27.983 1.462 APPENDIX 4 continued Number of shares outstanding (thousands) Total equity Stockholders’ equity Group share Stockholders’ equity Group share.6 Employees As at 31 December 34.774 33.7 9.819 315.572 466.794 23.9 800 35.LAFARGE Five year summary of Group financial data (IN MILLIONS OF FRENCH FRANCS UNLESS OTHERWISE INDICATED) 1997 94.403 29.700 1.643 1996 1995 1994 1993 82.553 3.066 3.2 32.2 68.227 30.3 650 Consolidated income Sales Net income of consolidated companies Net income Group share Net cash flow from operating activities 42.796 32.705 21.988 230.9 37.910 29.204 89.1 1.066 26.6 600 End of year share price (FRF) SBF* 250 Index (1982=100) *French Stock Exchange .350 4.225 5.938 248.3 49.160 92.430 1.9 5.5 530 33.531 18.262 2.0 535 30.841 2.0 2.241 26.972 94.724 2.218 3.232 311.5 52.

37 0.75 3.84 3. 1997 Year-end rate 1997 1996 1995 4.99 5.48 0.90 3.64 3.82 3.040 8.00 4.O.56 5.T.42 0.040 9.90 US Dollar (USD) Canadian Dollar (CAD) Deutschmark (DEM) Peseta (ESP) Pound sterling (GBP) 19 P.040 7.40 0.60 5.Rates of exchange (FRF) as at 31 December.60 3.040 7.00 3. .92 5.11 3.24 3.35 0.82 3.18 3.88 1997 Average rate 1996 1995 APPENDIX 4 continued 6.37 0.040 9.040 7.

the Slovak Republic. Europe’s leading forecaster. output is likely to be 0.) EUROPEAN OUTLOOK Overall the 1997 outlook for construction in Europe is a little better than this year. In Portugal. predicts total construction output of about £550bn. but the expected improvement is nothing to shout about. glass producer Pilkington and leading pipe supplier Hepworth. Poland. civil engineering work is expected to grow 9%. Again. with the amount of commercial and industrial work thought likely to stay the same as this year. found 50% of respondents thought Africa had the best export potential followed by the EU (43%) and the USA/Canada (38%). The German construction industry is bracing itself for another bad year. Africa has replaced the European Union as the region with the most promising markets. December 1996. According to a poll of 110 construction exporters carried out by Gallup for courier firm DHL.3% down on 1995. Materials giants such as plasterboard manufacturer BPB. and total construction spending is set to fall about 2%. helped by European Union infrastructure grants. published last month.5bn of earnings from goods exported to markets around the world. reducing the trade deficit for building materials and products by 16%. while the amount of work in housing and public sector is set to fall. Hungary and the Czech Republic. civil engineering and refurbishment are the sectors with the best prospects for 1997. The recession in the West is expected to spread eastwards. The survey. 20 .APPENDIX 5 NOTE ON THE EUROPEAN CONSTRUCTION AND BUILDING MATERIALS INDUSTRIES (Information extracted from: Building. The housing sector is the main culprit of the downturn. relying heavily on European markets such as Germany and France.5% above this year’s level. But the good news is the economists think output will stop declining next year . China was seen as having the least potential. and will be the main force behind a strengthening construction market. the countries with the highest forecast growth in construction output are in Eastern Europe . which is only 0. already sell substantial amounts of their products abroad. by kind permission of the publisher. In 1995. Euroconstruct. UK building materials suppliers chalked up a record £3. Commercial and industrial work. But public sector capital spending is likely to be reined back as the country tries to fulfil the Maastricht criteria to join the single currency.this year.

9 27.6 25.6 51.6 1.9 23.3 60. .7 9.8 78.0 7.5 62.4 116.0 547.5 1.8 3.0 2.2 8.3 50.3 1997 (Forecast) 167.1 2.4 43.5 0.9 2.4 4.6 3.APPENDIX 5 continued EXPECTED CONSTRUCTION OUTPUT FOR 1996 AND FORECAST FOR 1997 (£bn) 1996 (Expected) 171.2 2.5 1.1 140.1 117.3 137.9 6.2 4.7 0.0 4.0 8.2 3.9 7.6 18.7 -0.9 -0.5 81.2 Germany France Italy Spain UK Denmark Finland Norway Sweden Belgium The Netherlands Switzerland Austria Ireland Portugal Czech Republic Hungary Poland Slovak Republic New homes Private non-housing Public non-housing Civil engineering Refurbishment Total Source: Euroconstruct 21 P.7 4.0 3.4 1.8 9.5 11.6 4.1 -3.1 550.4 78.1 7.2 16.9 8.5 % change on 1995 -2.4 7.1 2.4 4.9 183.8 7.5 -1.1 -1.5 20.2 10.7 23.1 -4.O.6 18.2 21.8 15.2 41.5 -2.T.0 9.0 25.7 27.7 181.5 82.

340 4.491 993 702 673 667 415 413 337 165 149 – – –6 8 2 –9 1 –1 16 9 –1 –4 –10 –1 –5 –11 –6 5 8 1 10 21 25 –15 – – 69 76 80 90 64 – – – – 58 – 12 48 96 – – – – 94 25 82 57 757 264 500 144 –302 315 279 77 245 212 175 103 373 57 33 96 * * 44 * * 29 4 8 .522 2.495 2.441 8.844 3.528 2.940 3.338 1.658 1.752 4.969 4.EUROPEAN BUILDING MATERIALS MANUFACTURERS – SELECTION OF TOP 200 COMPANIES (1996) APPENDIX 5 continued Country 1995 turnover (£m) % increase turnover 1994-95 % turnover abroad 1995 profit (£m) Rank 1996 Company 22 1 ASEA BROWN BOVERI 2 HANSON 4 SAINT-GOBAIN 5 SCHNEIDER ELECTRIC 6 ALCATEL CABLE 7 HOLDERBANK 8 LAFARGE 9 RMC GROUP 10 WOLSELEY 11 PILKINGTON 12 AKZO 13 HEIDELBERGENZEMENT 14 REDLAND 20 READYMIX* 23 CIMENTS FRANCAIS 39 HILTI 50 VAILLANT 55 LAFARGE MATERIAUX 57 MARLEY 79 LAFARGE BETONS 80 CATERPILLAR FRANCE 98 PLETTAC 160 L'UNITE HERMETIQUE 170 POTAIN * Precise information not available Germany UK France France France Switzerland France UK UK UK Netherland Germany UK Germany France Switzerland Germany France UK France France Germany France France 19.141 3.428 10.707 2.

O.Rank 1996 Company Country 1995 turnover (£m) % increase turnover 1994-95 APPENDIX 5 continued 23 25 3 –15 26 22 70 45 7 10 * * % turnover abroad 1995 profit (£m) 181 ELM LEBLANC 184 ASAMER UND HUFNAGL 191 JUNCKERS INDUSTRIER 200 HOVAL * Precise information not available France Austria Denmark Switzerland 137 135 126 117 23 P.T. .

Forget the image of a dusty commodity: over the past 15 years the cement industry has become a fast-moving. the multinationals often have to buy a local 24 ." says Harry Van Dyke. 28 April 2000) The Asian miracle went hand-in-hand with a construction boom. Millions of tonnes of cement emerged from scores of huge new production plants. you might think cement must be the most unwanted commodity of all. high-tech paragon of globalisation. Now skylines of South-East Asia's cities are blighted by frozen cranes and rust-streaked. Mexico's Cemex. You would be wrong. an investment bank. The Asian financial crisis gave them the opportunity to complete their global franchises. In the early 1990s they did the same in Eastern Europe. after Mexico's peso crisis. Britain's Blue Circle. In 1995-97.to late 1980s. With construction at a standstill. so these companies must look abroad for long-term growth. On land.APPENDIX 6 NOTE ON THE ASIAN CEMENT INDUSTRY (1999) (Source: Adapted from: http://www.economist. these multinationals go on a buying spree in an effort to extend their reach. ‘the big six’ will take over most of the Asian cement industry – they've already started. In the mid.com/archive. cement plants have turned out to be the most desirable assets in Asia. and the interest will probably persist this year too. but the cement deals involving western firms grew fivefold: there were at least 14. France's Lafarge. Somehow. the Europeans invaded North America and now own most of the capacity there. Between 1992 and 1997. Whenever an otherwise fast-growing market has an economic downturn. Cement was one of the top three industries for mergers and acquisitions (M&A) in Asia last year. so plants must be near construction hotspots. rather than in the home markets of European producers. it cannot be transported affordably further than about 400km. Six multinational giants – Switzerland's Holderbank. despite overcapacity in South-East Asia reckoned to exceed 25m tonnes. The fastest-rising cities and roads are in the developing world. The nature of the cement industry drives this expansion. "Over the next few years. with a total value of more than $1 billion. Thailand alone built nearly three times Britain's total cement capacity. Germany's Heidelberger Zement and France's Ciments Francais. nearly a tenth of the production of the European Union. a subsidiary of Italy's Italcementi – are jockeying to divide up the world's markets. To enter a market. head of Asian M&A at Morgan Stanley. they and Cemex snapped up most of the independent cement companies in Latin America. half-built skyscrapers. Cement is mainly local. In 1998 total mergers and acquisitions in the region actually fell.

With hundreds of independents already in place. Today. they risk having to compete with cheap imported cement in their home markets.O. for example. so its firms are relatively expensive. which they can use to move cement from areas of glut to areas of scarcity. As odd as it sounds. "cement is a classic knowledge-management industry": the firm with the best engineers. If the big six do not buy Asia's cement makers. China is unattractive because of a problem known charitably in the industry as "product substitution": companies putting almost anything in a bag and selling it as cement (collapsing bridges are a national hazard). Most of the M&A frenzy in Asia's cement industry has been confined to South-East Asia.T. says Simon Francis. Only Halla Cement is in M&A talks with foreign firms – with its main plant near a port. because of both the recovery and the infrastructure spending that governments are using to stimulate their 25 P. costs $12-15 a tonne to produce. a cement-industry analyst at Credit Suisse First Boston in Singapore. keeping prices stable and factories busy. prices have risen from as little as $70 per tonne of annual capacity to as much as $150 per tonne. a developed country. Many were sealed near the bottom of the market when local firms were desperate to pay their huge foreign-currency debts (Thailand's Siam Cement alone owed $5 billion). and $30 to ship to the west coast of America. offers less growth and its market has been distorted by transport subsidies that let local producers build cement plants far from demand. Big firms have many advantages in the cement trade. it rarely makes sense to build from scratch. . they can profitably export cement from it. Cement travels well by sea and. an analyst with ING Barings in London. Taiwan avoided the worst of the financial crisis. although producers cannot make money importing it into the developing world. Because America is now in the midst of a cement shortage. Demand is also rising again. says Simon Goodfellow. it sells for $70 a tonne. they have the technology to make better cement more cheaply and using less power. plus a bit more for final processing (cement is shipped in an intermediate state in case it gets wet). Since then. most of the biggest deals in the region have already been done. South Korea. it can export much of its production. As well as access to cheaper finance. offering a tempting $20 margin to any Asian producer. important in such a capital. database and communications network wins. almost the cost of building a new plant.APPENDIX 6 continued producer. Yet the multinationals' motive was not just defensive.intensive business. Fear also plays a role. And the global producers already have efficient shipping operations. Thai cement. and the experience to avoid environmental problems.

up from less than 20% only two years ago. with the multinationals having a stake in an estimated 60% of capacity. five of the big six have sewn up what will be one of the world's biggest construction markets in the decades to come. with six completed deals. including Indocement in Indonesia. At a stroke. Even if only a few more acquisitions are announced this year. But there are still half-a-dozen big independents in play. Asia's cement industry will have been transformed. only Heidelberger has not yet announced any deals). who would have guessed that dull old cement would be the liveliest game in town? 26 .APPENDIX 6 continued economies. With all the talk of property and telecoms deals. and at least four of ‘the big six’ are still buying (Holderbank has been the most active.

ide 18 Dec. http://www. which will push their export growth rates to half the rates for 2000.S.O. with the exception of Hong Kong. with the continuation of Japan's economic recovery. in spite of adverse effects of continuing political instability. 27 P. and Malaysia will remain pegged to the U. It is assumed that the currencies of the East Asian Newly Industrialised Countries (NICs). dollar will pick up slightly. dollar. Consequently.T. a rate 2. The Economic Growth Rates of South Korea. Hong Kong will also see its export growth rate decrease by half from the 2000 level. all the NICs outside Hong Kong will grow at rates below the 7% mark in 2001. Taiwan's to 6. dollar in 2001. Taiwan.APPENDIX 7 Economic Forecasts for East Asia in 2001 (Source: Adapted from Outlook for East Asia. Hong Kong.1%. 2000) Assumptions about Exchange Rates The yen's exchange rate against the U.9%.7%.S.S. with South Korea's slowing to a forecast rate of 6.2% in 2001. Among the ASEAN 4 (not including Malaysia) Indonesia.S. As a result. Though domestic demand will remain solid. will appreciate relative to the U. In 2001. it is assumed that the value of the yen will average around 110 yen to the dollar for the year as a whole. reflecting their economic expansions. will see an economic upturn led by continuously strong dollar-denominated crude oil exports and a recovery of its manufacturing industries. it is assumed that their currencies will depreciate by small margins relative to the U. causing a sharp economic downturn from the double-digit high growth rate registered in 2000. In East Asia.7% in 2001 In 2001. dollar is predicted to average 108 yen to the dollar for 2000 as a whole. but still a stable one. the NICs as a Whole will Enjoy a Stable Growth Rate of 6. it is assumed that the currencies of China. Hong Kong's economy in 2001 is forecast to slow to a stable growth rate of 4.7%. dollar at their respective exchange rates of 2000.2% The aggregate growth rate of the NICs as a whole is forecast to be 6. In 2001. it is assumed that the Indonesian rupiah's exchange rate against the U.S. the slowing of exports will be sufficient to trigger a type of pendulum effect. and Singapore will Decelerate to Below 7% Levels due to Slowing Export Expansions Due to the slowing expansion of exports of IT-related products. Given the prospects that low-interest rate policies will remain in place in Thailand and that the Philippines' political situation will become unsettled. Hong Kong will Attain Stable Growth of 4. and Singapore's to 6. .4 percentage points lower than in 2000.

and a slowdown in the expansion of the global market for IT-related products. a rate 0. export growth rates for the remaining four ASEAN countries are expected to decrease in 2001. In Hong Kong. However. but also to see foreign direct investment start picking up again after decreasing for several years.2% in 2001. with Indonesia attaining a forecast growth rate of 4.0 percentage point higher than in 2000.APPENDIX 7 continued In 2001. respectively In both Indonesia and Thailand.4% registered in 2000. under the adverse effects of slowing growth rates in the United States and European economies. However. General prices in Taiwan in 2001 are forecast to remain stable. the rates of increase of general prices in the two countries in 2001 are forecast to decrease by small margins.7% and Thailand 4. the country's expansionary fiscal policies are expected to 28 . Vietnam's economy is forecast to increase by 7.8%. a rate 1. the rate of increase in general prices is forecast to pick up again to 1. Under the effects of these factors. rebounding from the minus 5. Exports of the ASEAN Countries other than Vietnam will Grow at Slower Rates than in 2000 Vietnam's exports are expected to increase by 10% in 2001.8%. Vietnam will Attain a Growth Rate of 7. Indonesia and Thailand will Continue Pacing along their Recovery Paths. investment activities will continue to gather momentum. though their export growth rates will decrease. Growing by 4. dollar. Consequently.2%. outpacing 2000's growth rate by 1 percentage point under the effects of a trade agreement concluded with the United States during 2000. that of the Philippines from 14% to 9%. The rate of increase in general prices in the NICs as a whole is forecast to be 1. In 2001.5% in 2001. that of Thailand from 21% to 16%. Vietnam is expected to see not only its exports to the United States increase. and that crude oil prices will become more stabilised than in 2000.S. Malaysia will Attain a High Growth Rate of 7.2%. increasing by just 0.1% by Continuing its Expansionary Fiscal Policies Malaysia's export growth rate will sustain a decrease of 8 percentage points in 2001. General Prices in the NICs will Rise by 1. where the downward trend of housing-related prices is expected to come to an end in 2001. and that of Malaysia from 17% to 9% In 2001.6 percentage points higher than in 2000. The growth rate of Indonesia's exports is expected to decrease from 18% in 2000 to 8% in 2001. if not rapid. Buoyed by Expanding Exports and Investment In 2001.5% Given the prospect that the currencies of South Korea and Singapore will appreciate slightly relative to the U. their economies will continue to pick up momentum in 2001 toward steady. In 2001.2%.7% and 4. recovery.

those of Indonesia and Thailand to remain comparable to those in 2000. . On the other hand.1% in 2001.2 percentage points lower than in 2000. a rate lower than in 2000 by just 0. The Philippines' Economic Growth Rate will Decline to 3. increasing by a margin comparable to that of 2000.7 percentage point over 2000. as well as the dampening of the global market for IT-related products. reflecting the expected slowing of inflation in Indonesia.0%. and that of Vietnam to gather further momentum.APPENDIX 7 continued remain in place in succession to 2000.4 points lower than in 2000.1% under an Inflation Rate of 4. with the result that the Philippines' economy is forecast to slow down to a 3. Consequently. pushing the peso's value lower and sending interest rates upward.8%. representing a gain of 0.8% in 2001.1% in 2001. a rate 1. even though 1.0% in 2001.7 percentage points lower than in 2000. General prices for East Asia are forecast to increase by 1. the aggregate economic growth rate of the ASEAN 5 is forecast to be 5. will continue to decrease.0%. China’s economy in 2001 is forecast to register a growth rate of 8. and in particular foreign direct investment. which is forecast to decrease from 30% to 16%.O. The ASEAN 5 as a Whole will Attain a Solid Growth Rate of 5. general prices in the ASEAN 5 are forecast to rise by 4. the East Asian Economy as a Whole will Post a Stable Growth Rate of 6. a solid rate though 0. In 2001. private investment.5% under the Effect of the Peso's Depreciation and Higher Interest Rates The political situation in the Philippines is expected to remain unstable in 2001. 29 P.0% In 2001. which are forecast for 2001. its economy is forecast to attain a high growth rate of 7. China's Economy will Grow by 8. a Rate Comparable to that of 2000 The growth rate of China's exports is forecast to drop by half from 2000's 30% to 14% in 2001. The East Asian economy as a whole is forecast to attain a stable growth rate of 6.8% in 2001.T. a rate 1.5% growth rate in 2001. Consequently. but this will be accompanied by a comparable decrease in the growth rate of imports. The economic performance of the ASEAN 5 in 2001 is forecast to differ widely from one country to the next with the economic growth rates of Malaysia and the Philippines forecast to decrease.8% The slowing of the United States and European economies. under Mild Inflationary Pressure of 1.1 percentage points. will put a brake on the expansionary trend in East Asia's exports. domestic demand will remain strong.0 percentage point lower than in 2000. showing a continuing weak inflationary trend. However. Given these prospects.

3 5.9 5.2 -0. the Philippines.0 -2.8 7.2 -5.1 0. The GDP growth and inflation rates of groups such as NICs are based on a weighted average of those corresponding economies based on the 1999 GDP (US dollar denominated).1 6. the Philippines 3.0 4.9 -2. Taiwan.2 4. and the Ten Asian Economies are composed of these two groups.7 6.1 1.6 0.2 5.5 12.1 1.7 4.2 5.7%.0 6.4 6.6 4.1 8.2 1. and Vietnam.6 2.3 4. The composition ratio of the various countries and regions is as follows: South Korea 17.6 -1. Hong Kong 6. and China 41.5 1. Indonesia 6. and China.1 7. The figures for 1999 are actual and those for 2000 and 2001 are forecast.2% (a total of 18.7%.6 2.7 6.9% for the ASEAN 5).2 -1.5 7.4 9.7 5.5% for the NICs).9 6.4 0.2 -0.TABLE 1 Forecasts for GDP Growth Rates and Inflation Rates in East Asia. Thailand 5. Taiwan 12.3 4.8 Notes: 1.3%.8 -2.5 8. the Five ASEAN countries consist of Indonesia.2%.8 4.8 4.2 4.0 1.4 3.1%. Vietnam 1.8 6. Thailand.8 Inflation Rates % (measured by GDP deflator) 1999 2000 2001 -1.6 3. Hong Kong and Singapore.0 4.3 -1. 2. 2000 and 2001 GDP Growth % (in real terms) 1999 2000 10.1 7.1 5.2 0.2%.6% (a total of 39.6 8.7 3.1 2. Malaysia.3 6. 3.8 3. The Asian NICs are composed of South Korea.1%. 30 .2 8.1 4.5 3.1 3.7 9. Malaysia 3.8 9. Singapore 3.5 2.8 8.2 -5.1 4.9 5.3 3.2 1.4 5.0%.1 10.6 7.4 1.8 South Korea Taiwan Hong Kong Singapore Asian NICs Indonesia Thailand Malaysia Philippines Vietnam Five ASEAN Countries China Ten Asian Economies 2001 6.

THE ASSOCIATION OF BUSINESS EXECUTIVES ADVANCED DIPLOMA – BUSINESS ADMINISTRATION CSBP Case Study in Business Policy afternoon 5 June 2001 1 2 3 Time allowed: 3 hours. Answer ALL questions. or commit any malpractice. Note the mark allocation and budget your time accordingly. You must not insert such material into your answer book. All questions carry different marks. 4 5 6 . will be disqualified from the examinations. Only answers that are written during the examination on paper supplied by the examination centre will be marked. This is an open book examination and you may consult any previously prepared written material or texts during the examination. Calculators are allowed. Candidates who break ABE regulations.

Answer ALL questions Case Study – Redland and Lafarge Q1 Evaluate Lafarge’s strategy prior to the take-over of Redland in 1997. structure and synergy. (25 marks) 2 . (35 marks) Q3 Using an appropriate framework. (40 marks) Q2 Discuss the rationale behind Lafarge’s acquisition of Redland and comment on the management of the acquisition. formulate a strategy for developing Lafarge’s cement business in the Asian region. paying particular attention to factors of strategy.

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