Mining going global in the 2000s: Vale leaps forward (notice n° 471471)
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|---|---|
| fixed length control field | 02132cam a2200157 4500500 |
| 005 - DATE AND TIME OF LATEST TRANSACTION | |
| control field | 20250121055020.0 |
| 041 ## - LANGUAGE CODE | |
| Language code of text/sound track or separate title | fre |
| 042 ## - AUTHENTICATION CODE | |
| Authentication code | dc |
| 100 10 - MAIN ENTRY--PERSONAL NAME | |
| Personal name | de Moraes Vodopives, Hildete |
| Relator term | author |
| 245 00 - TITLE STATEMENT | |
| Title | Mining going global in the 2000s: Vale leaps forward |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. | |
| Date of publication, distribution, etc. | 2020.<br/> |
| 500 ## - GENERAL NOTE | |
| General note | 61 |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc. | Fueled by rising commodities prices, a consolidation wave hit the mining business in the 2000 s. Mining became a very profitable business, sparking the interest of investors with the ambition of going global. The consolidation affected the steel value chain at the expense of steelmakers. It also represented a window of opportunity to emerging companies like the Brazilian champion Vale. The major mining companies have differences in management ethos, product mix, regional and political influences. Facing a growing competitive global market, Vale recognized its limitations. By drafting a strategy focused on market expansion and efficiency seeking, management complied with the insignia of the value oriented publicly traded company. Putting in place a global multi-commodity mineral exploration program, Vale seized a better business and financial risk perception, which subscribed a lower cost of capital. After the acquisition of a Canadian behemoth, Inco, the Brazilian challenger moved in next to the industry leaders: BHP Billiton and Rio Tinto. Getting bigger and global made the mining industry an attractive “product” for the investment community. Bankers played an important role in these companies, taking part into strategic decisions and business orientation. A performance-oriented culture swept away a technocracy that was in place. It also brought unfamiliar risk factors such as labor shortage, nationalism and rising taxes. The role of public opinion rises in determining the financial results of these companies, considering the high environmental concern over mining in the world today. |
| 786 0# - DATA SOURCE ENTRY | |
| Note | Entreprises et histoire | o 99 | 2 | 2020-07-27 | p. 66-78 | 1161-2770 |
| 856 41 - ELECTRONIC LOCATION AND ACCESS | |
| Uniform Resource Identifier | <a href="https://shs.cairn.info/journal-entreprises-et-histoire-2020-2-page-66?lang=en&redirect-ssocas=7080">https://shs.cairn.info/journal-entreprises-et-histoire-2020-2-page-66?lang=en&redirect-ssocas=7080</a> |
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