Lakshmi Mittal, industrialis besi/baja, menetap di
London, dimana ia menjadi orang nomor 4 terkaya di
Inggris.  Kini usahanya merambah kemana-mana melalui
merger. Di Indonesia dia sudah hadir dengan nama Ispat
Steel, dan baru-baru ini meningkatkan usahanya.  

Salam,   
RM  

-------------------------------------  
 
Steel 

Big is back

Oct 28th 2004 
>From The Economist print edition


A merger will create the world's biggest steel firm.
Consumers, beware
 
 
STEEL users should be worried. For years, until last
winter, they held the whiphand in setting prices.
Since 1990, hot rolled coil in Europe has varied from
about $250 to $350 a tonne, with a blip up in 1995 and
a double dip that began four years later (see chart).
But this year, with a world recovery and China racing
like a dragon boat, the price has soared, to near
$600. And now comes a tycoon not just planning to put
together the world's biggest steel company, with a
crude-steel output of almost 52m tonnes this year, but
looking to a day when the market is dominated by a
handful of producers with 100m tonnes apiece. The boss
of Arcelor, today's biggest producer, sees the same
future.

The tycoon is London-based Lakshmi Mittal. Lakshmi
who?, many outside the industry may wonder. The Mittal
dynasty took to steel only in 1975, when its founder,
Mohan Lal Mittal, tired of India's semi-socialism and
bought a tiny steel firm in Indonesia. But his
interests swelled, and in 1994 he gave his elder son,
Lakshmi Nivas, control of the holdings outside India.
By 1997, the result, Ispat International, was quoted
in New York. Since then it and its near-80% owner,
LNM, young Mr Mittal's private company, have bought
assets across eastern Europe and central Asia. 


The result is a steel empire with 35m tonnes of output
last year, not too far from Arcelor's 43m, but
divided, and little analysed or known. Mr Mittal
spends lavishly, but not on publicity. Until a media
row in 2002, over his earlier donation of �125,000
($180,000 then) to Britain's ruling Labour Party, few
Britons had heard of the tycoon who had set up home
among them. 

This week's deal�an agreed one, though antitrust
authorities are yet to have their say�will give Mr
Mittal 89% control of International Steel Group (ISG),
an American firm built up since 2002 on the ruins of
the rustbelt by Wilbur Ross, another entrepreneur with
a sharp eye for cheap assets that can be stripped of
costs and turned to profit. Having bought the assets
first of Bethlehem Steel and then of Weirton Steel,
ISG is now producing 14.5m tonnes annually, and very
profitably. 

Where next for world steel? Analysts expect more of
the consolidations that Mr Mittal fancies. US Steel
(18m tonnes last year), now to face a giant in its own
backyard, could well be open to offers. Elsewhere,
Germany's ThyssenKrupp (16m tonnes), born of a 1999
merger, has long been looking for partners, both in
Europe and America, but so far without success; and
its widely reported �deal� for a new Brazilian plant,
along with the giant ore company CVRD, is in fact only
in embryo at best. A tie-up with Anglo-Dutch Corus
(19m tonnes) has been much rumoured. 

In Asia, Japan's two giants would risk antitrust
trouble in any link-up at home, but the world has some
35 producers in the 5m-15m class; and Korea's POSCO
(29m tonnes) is openly eager to reach 50m. There could
well be shocks to come from booming China and India
too.

Reuters 
 
 
Lakshmi points to the industry's future
 


Yet it is not industrial logic that is pushing for
mergers: in steel, there is no great practical merit
in size. But there is market power. The industry is
fragmented: even now, the top six producers share only
one-fifth of world output. Fresh from being squeezed
by customers, the steelmen in recent months have felt
squeezed by their suppliers instead�mining companies
such as CVRD and BHP Billiton. Hence their dreams are
not only of horizontal integration but of integration
upstream too; Mr Mittal's LNM has lots of ore and coal
mining of its own.

None of this foretells anything near a steel monopoly.
But all of it should put customers, and their
antitrust watchdogs, on their guard. 



 
 



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