法國(guó)拉法基公司是世界上最大的水泥企業(yè)之一，拉法基印度高管表示：在未來(lái)的3到5年里,其超過(guò)8%的印度子公司正計(jì)劃增加近一倍的收入。為此拉法基印度有限公司將收購(gòu)其他公司和建立新工廠， 以滿足目標(biāo)。
拉法基印度董事總經(jīng)理兼行政總裁Uday Khanna說(shuō)：“在印度的增長(zhǎng)將是一個(gè)新的組合能力和收購(gòu)，我們將采取多產(chǎn)品戰(zhàn)略 ， 以貼近客戶?！?BR>
當(dāng)拉法基宣布其在印度的擴(kuò)張計(jì)劃的同時(shí)，當(dāng)?shù)氐穆?lián)合政府也已宣布，將在未來(lái)5年累投資約500美元億元，用以建立該國(guó)的基礎(chǔ)設(shè)施。
把重點(diǎn)放在印度，中國(guó)，西亞和地中海地區(qū)是拉法基公司的戰(zhàn)略，到2010年公司65%的利潤(rùn)將來(lái)自以上這些新興市場(chǎng)。
截至今年第一季的3月底，拉法基公司的銷售額在西歐下降了26 % ，北美19 ％ ，中歐和東歐的45 ％ ， 拉丁美洲11 ％ ，而西亞的銷售增長(zhǎng)58 ％ ，非洲13 ％和亞洲的19 ％ 。
Khanna表示“有機(jī)擴(kuò)張的評(píng)審是緩慢的，平均需要18個(gè)月內(nèi)獲得批準(zhǔn)，然后我們才能建立一個(gè)工廠，有時(shí)很難估計(jì)獲批的具體時(shí)間?！?BR>
目前的計(jì)劃，Khanna表示，對(duì)于拉法基水泥印度公司來(lái)說(shuō)就是要提高能力，至少達(dá)到20萬(wàn)噸。到2012年，拉法基集團(tuán)通過(guò)新的能力和可能的收購(gòu)，生產(chǎn)能力將從目前的5.5噸提升到12噸。并且與此同時(shí)，拉法基印度的市場(chǎng)份額將會(huì)達(dá)到2.75 ％。
Grasim工業(yè)公司和UltraTech水泥有限公司的阿迪亞波拉集團(tuán)現(xiàn)在占有印度40 ％的水泥市場(chǎng)。拉法基公司自己每年生產(chǎn)的水泥為200噸，這個(gè)數(shù)字與整個(gè)印度水泥工業(yè)的年生產(chǎn)量相同。
Khanna說(shuō)：“我們擁有國(guó)際化的團(tuán)隊(duì)一直從事收購(gòu)。”但是其又補(bǔ)充說(shuō)道，對(duì)于收購(gòu)世界第二大水泥生產(chǎn)商Holcim的有限公司的價(jià)錢來(lái)說(shuō)，以可以支付收購(gòu)控股在Gujarat Ambuja 水泥有限公司或GACL ，印度第三最大的水泥企業(yè)。并且賣家都會(huì)以這個(gè)數(shù)字為基準(zhǔn)。
總部設(shè)在孟買的水泥行業(yè)分析師表示，拉法基印度已經(jīng)沒有別的選擇 ，只能通過(guò)收購(gòu)在提高增長(zhǎng)?！安⑶抑赋?nbsp;該公司的新的能力來(lái)源只有2012年 ， 因此它必須加速尋找收購(gòu)的增長(zhǎng)速度。”
事實(shí)上，拉法基是通過(guò)收購(gòu)路線進(jìn)入印度市場(chǎng)的。1998年，塔塔鋼鐵公司收購(gòu)的1.8噸水泥業(yè)務(wù)Rs550億盧比，和4年后采取這種行動(dòng)取得了2.2噸植物雷蒙德有限公司Rs786億盧比。
附英文版
Lafarge SA of France, the world’s largest cement company by volume, is planning to nearly double the revenue contribution of its Indian subsidiary to 8% over the next three-five years, said a senior executive of Lafarge India Ltd. The Indian outfit will acquire other firms and build new plants to meet the target.
“The growth in India will be a combination of fresh capacities and acquisitions, and we will follow a multi-product strategy to get closer to the customer,” said Uday Khanna, managing director and chief executive of Lafarge India.
The firm’s expansion plans come at a time when the Union government has announced it will invest about $500 billion (Rs24.7 trillion) to build the country’s infrastructure over the next five years.
The focus on India, China, West Asia and the Mediterranean region is part of Lafarge SA’s strategy to generate 65% of profits from emerging markets by 2010.
In the first quarter ended March, Lafarge SA’s sales from Western Europe fell 26%, North America 19%, Central and Eastern Europe 45% and Latin America 11%, while West Asia sales grew 58%, Africa 13% and Asia 19%.
“Organic expansion by definition is slow. It takes an average 18 months to get approvals before we can build a plant and sometimes it is difficult to estimate this time,” Khanna said. His acquisition plan for capacity addition also has a rider—“the presence of willing sellers”.
The immediate plan, Khanna said, is for Lafarge India to raise its cement capacity to at least 20 million tonnes (mt). By 2012, Lafarge will have 12 mt capacity, through fresh capacities and possible acquisitions, from the current level of 5.5 mt. At this, Lafarge India’s market share is about 2.75%.
Grasim Industries Ltd and UltraTech Cement Ltd of the Aditya Birla Group now account for 40% of the cement production in the country.
Lafarge SA alone makes 200 mt of cement annually, the same that the entire Indian cement industry produces.
“We have an internal team that is always looking at acquisitions,” said Khanna, but added that the price that Holcim Ltd, the world’s second largest cement producer, paid to acquire a controlling stake in Gujarat Ambuja Cement Ltd, or GACL, India’s third largest cement firm, has been high and that sellers see this number as a benchmark.
Lafarge India has no other option but to grow through acquisitions, said a cement industry analyst with a domestic brokerage, based in Mumbai. He did not want to be identified as he is not authorized to speak to media. “The company’s fresh capacity will come to stream only by 2012 and so it has to look for acquisitions to grow faster,” he added.
In fact, Lafarge’s entry into the Indian market was through the acquisition route. In 1998, it acquired Tata Steel Ltd’s 1.8 mt cement business for Rs550 crore, and four years later followed this up by acquiring a 2.2 mt plant from Raymond Ltd for Rs786 crore.
