Built to last, and still growing

Article Abstract:

Lafarge, the multinational building materials company based in France, is successfully achieving growth by expanding its presence in the global market through a series of acquisitions. As recently as 1988, the company has concentrated on its domestic French market, which comprised two-thirds of turnover. Recognizing the difficulties being experienced by the building industry in the late 1980s and early 1990s, it decided to launch a strategically planned overseas expansion, establishing operations in 60 countries and earning two-thirds of its turnover from non-French markets in 1998. Behind this successful growth strategy is its chairman and managing director Bertrand Collomb, recognized inside and outside the industry for his excellent management style. Lafarge now has two strategic goals: diversification of product range and cost cutting in established markets, and fortification of its global presence through acquisitions.

Building materials industry, Lafarge Group

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The Hanson approach goes nuclear

Article Abstract:

Ross Chiese's experience as deputy director of finance at Hanson may serve him well in his new post as finance director of British Nuclear Fuels Ltd. (BNFL). He is expected to introduce significant changes to the state-run company, having accepted the job only after being assured that the board wanted a cultural change and a greater financial focuss. Chiese welcomes the challenge of leading BNFL as it transforms itself from an organization operating on a cost-plus to one that does business on a fixed-price contract basis. One of the goals that he wants to achieve is for BNFL to become a global player in nuclear services. The company wants to increase its core competence through expansion, preferably in the Asian, European and US markets. After his stint in the nuclear industry, Chiese wants to move on to general management and then to non-executive directorship in any FT-SE 100 company.

Nuclear Electric Power Generation, Electric services, Energy via Nuclear Power, Officials and employees, Nuclear industry, British Nuclear Fuels PLC, Chiese, Ross

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Last straw for a shrinking industry?

Article Abstract:

The collapse of the British beef industry cannot be attributed solely to the bovine spongiform encephalopathy (BSE) crisis. Statistics show that beef consumption has been declining even before the eruption of the 'mad cow' scare due to increasing health consciousness throughout Europe and the high prices of beef in the continent. A report published by the UK Meat and Livestock Commission reveals that beef and veal consumption in the country has dropped by 21% between 1980 and 1995. The BSE crisis is actually only one of many factors responsible for the decline of an industry suffering alternately from overproduction or overcapacity. The industry rationalization that is expected to be pursued to revive the UK beef market will have to address consumer concerns, including the issue of food origins.

Animal Slaughtering and Processing, Meat Products, Beef & Veal, United Kingdom, Industry Overview, Economic aspects, Bovine spongiform encephalopathy, Beef industry

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