Cultural issues in tata corus acquisition

Success resulted because culture was taken into account and was properly analysed. It will take several years for us to build a 19 million tonne enterprise from scratch, leave alone establishing it in Europe with a brand name. The Dutch model of management was based on consensus and the interests of both parties namely employer and employee.

In other words, culture will affect any international venture, whether is a merger, a business meeting, a presentation of a sales pitch. ConocoPhillips, after this cooperation came about, clearly recognised and respected cultural differences that existed.

An example to illustrate the above mentioned is in order. Cultural factors First reason for the success of this merger is that BNP Paribas lay enormous emphasis on cross cultural awareness; it is even included in the policy of the company.

However, some financial experts claimed that the price paid by Tata Steel pence per share of Corus for the acquisition was too high. Corus Group favoured a decentralised approach to the problem. Cultural Awareness in BNP Paribas acquisiton of Fortis BNP Paribas has extensive experience in working with other companies, with people from different countries and in expanding their operations internationally.

It was not a decision based on making Tata Steel a much larger company, but an important strategic move. Agreeing to the takeover, Leng said, "This combination with Tata, for Corus shareholders and employees alike, represents the right partner at the right time at the right price and on the right terms.

Russians prefer making decisions based on an enormous amount of data and only after a thorough analysis Legler, Osborn and Whitehorn Nomura, on the other hand, is really hierarchical, conservative and preferred moderate constant incomes rather than momentous enormous ones Soon Young Choi, However, the outcome was quite different from the previous case studies which ended in failure.

Strategy of Tata Corus Acquisition

Cultural factors One can argue that there were the a number of reasons for this failure that took place on two different levels: Key players from Lehman Brothers could retain jobs and work in one of the biggest Asian financial companies.

The new venture is constantly generating profits. Such an accommodative approach mainly pre-determined the attitude towards the acquisition. They saw Mitsubishi Motors as the golden ticket.

As one of the senior-most businessmen in the country, what would be your advice to other companies, your colleagues in India Inc, as they aspire to clinch overseas acquisitions, especially big ones like the one you have just clinched?

It was this failed partnership that first rang the alarm bells that cultural factors just cannot be ignored on a global level, especially not within mergers and acquisitions. However, nobody ordered or took any steps to implement those changes Froese and Goeritz, Cultural factors The first cultural mismatch is quite similar to a couple of the other case-studies which already have covered — differences in management practices.

Lehmanites were accustomed to a very aggressive, risk-taking and quick decision-making way of conducting business including a stress on team play.

The site had a good supply of iron ore and water The group was working hard for quite some time. Nomura, on the other hand would have another shot in fulfilling their dream of going global. However, this was not meant to be. As you can see, share prices plummeted.

Women were instructed how to wear their hair, what dress code they should adhere to, even how to serve tea! The last cultural difference which will be mentioned here is the conflict between cultures that value long-term orientation over short-term orientation and vice-versa.

Both Tata Steel and Corus have work practices that are very similar and this cultural fit between Tata Steel and Corus is of fundamental importance to any post acquisition, integration process. Why was Corus so important to you? Even the top-level executives were constantly followed.Tata Steel with the Corus acquisition would if all planned capacities implemented in year will be one of the top three steel makers in the acquisition and the Arcelor –Mittal acquisition have changed the dynamics of 3/5(2).

On April 2,Tata Steel Ltd. (Tata Steel) completed its acquisition of the Corus Group (Corus) for US$ 1 billion.

Cultural Differences in International Merger and Acquisitions

The combined company went on to become the fifth largest steel producer in the world and had a crude steel production of 27 million tonnes in 1 The acquisition was driven by the need to gain access to better technology. Cultural Differences in International Merger and Acquisitions The Commisceo Global Blog - Perfect for Culture Vultures Whether a press release, a case study of cultural difference, some tips on working abroad or some lessons in cross-communication, we try our best to satiate your inner culture vulture.

In an earlier acquisition of Tetley Tea, Tata’s previous UK acquisition, it had run into “some cultural and racial obstacles because of concerns that British employees would resent having managers from a former British colony” (Mahagan,2/1/07).

Cultural Issues In Tata Corus Acquisition. INTRODUCTION Tata Steel Tata Steel Limited (NSE: TATASTEEL, BSE: ) (formerly Tata Iron and Steel Company Limited (TISCO)) is an Indian multinational steel-making company headquartered in Mumbai, Maharashtra, India, and a subsidiary of the Tata Group.

It is the 12th-largest.

Both Tata Steel and Corus have work practices that are very similar and this cultural fit between Tata Steel and Corus is of fundamental importance to any post acquisition, integration process.

Cultural issues in tata corus acquisition
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