Mint August 28, 2007 page 18
Puchase of 50.1% + 20% open offer can be counted as the 10th buyout deal by PE firms in India.
The article quotes ICICI Venture Funds Management Co.'s buyout of Tata Infomedia, Actis Capital Llp's buyout of ICI India Ltd.s nitrocellulose manufacturing unit. The article mentioned that ACTis did 3 more deals. ICICI Venture went on to do first successful LBO deal, ACE Refractories Ltd. in 2005, which was sold this month for Rs.550 cr against an investment of Rs. 100 cr. Blackstone backed a management buyout of Mumbai based Intelenet Global Services Pvt. Ltd.
Banks which lend to LBO investors abroad are not yet comfortable doing the same in India.
author: Snigdha Sengupta, Mints resident expert on PE and VC. Comments and questions are welcome at venturematters@livemint.com
Showing posts with label NTN-2007 case-study-candidate. Show all posts
Showing posts with label NTN-2007 case-study-candidate. Show all posts
Tuesday, August 28, 2007
Monday, July 23, 2007
Nestle - Mergers and Divestitures - 1997-2007
Mint 24 July 2007 Pages 1 and 24
Brand Cut: After the bings, Nestle on a diet.
Nestle SA CEO Peter Brabeck made two troubling discoveries last year: They were turning out 130,000 variations of their brands, and 30% weren't making money.
After 10 years growth, CEO feels Nestle became unwieldy and slow. Now he is pushing an aggressive plan to jettison weaker brands and simplify the organisation.
Nestle's acquisitions amount to $39.4 billion and divestitures to $5.28 billion during 1997-2007.
some major deals
year acquired company value of acquisition (bil)
2001 Ralston Purina pet food $13
2002 Dreyer's Ice Cream (Part share) 7.9
Chef America snack foods
2003 Powwow water;
Movenpick ice cream 0.8
2005 Remaining portion of Dreyer's 3.0
2006 Novartis's nutrition business
Jenny Craig diet products 4.0
2007 Gerber baby foods 5.6
Nestle cut about 50 of its 1,200 subsidiaries worldwide. Barbeck says the company may eliminate more than 200, in the longer term.
Study of this company's acquisitions, divestitures and reorganisations can be a very useful and interesting case study.
Brand Cut: After the bings, Nestle on a diet.
Nestle SA CEO Peter Brabeck made two troubling discoveries last year: They were turning out 130,000 variations of their brands, and 30% weren't making money.
After 10 years growth, CEO feels Nestle became unwieldy and slow. Now he is pushing an aggressive plan to jettison weaker brands and simplify the organisation.
Nestle's acquisitions amount to $39.4 billion and divestitures to $5.28 billion during 1997-2007.
some major deals
year acquired company value of acquisition (bil)
2001 Ralston Purina pet food $13
2002 Dreyer's Ice Cream (Part share) 7.9
Chef America snack foods
2003 Powwow water;
Movenpick ice cream 0.8
2005 Remaining portion of Dreyer's 3.0
2006 Novartis's nutrition business
Jenny Craig diet products 4.0
2007 Gerber baby foods 5.6
Nestle cut about 50 of its 1,200 subsidiaries worldwide. Barbeck says the company may eliminate more than 200, in the longer term.
Study of this company's acquisitions, divestitures and reorganisations can be a very useful and interesting case study.
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