Friday, November 16, 2007

We’ve adopted dual strategy – expanding capacity and evaluating inorganic opportunities

And Sajjan Jindal and his steely monarchy !!!quite evidently, the company has managed to withstand competition, cyclical downturn & other nerve-wracking events, a fact vindicated by the scintillatingly power-packed performance by the company in financial year 2006-07. Aggregate revenues during the period stood at Rs.87 billion, representing a mind-boggling annual appreciation of 32%. Then there was the stunning 51% growth in profits after tax which touched a whopping Rs.12.9 billion.

Also besides reduction in the debt-equity ratio during the previous year from a threateningly high 0.96 to a more stable 0.75 through repayment of debt to the extent of a colossal Rs.10 billion, it also experienced an escalation in annual exports turnover (accounting for 40% of its turnover) by a credible 4.1% over 2005-06.

However, after having covered the distance and after wading through untested waters, championing newer challenges is something that JSW still pursues religiously. And keeping this in mind, the steel powerhouse recently embarked upon a new round of aggressive expansion strategies. Explaining the strategic initiatives, Sajjan Jindal, VC & MD, JSW elaborated to B&E, “We have adopted a dual strategy. One, expanding crude steel capacity significantly, with a multi-locational presence to capitalise on the India centric advantage. Two, evaluating inorganic opportunities for value added facilities in the developed economies. With this intent, we have created a subsidiary and signed a share purchase agreement to take over a service centre in the UK with a proposed investment of Rs.300 million...”

For Complete IIPM Article, Click on IIPM Article

Source :
IIPM Editorial, 2007

An
IIPM and Professor Arindam Chaudhuri (Renowned Management Guru and Economist) Initiative

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