Case Study Of Parmalat

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Parmalat is an Italian based company, founded in 1961 by Calisto Tanzi. Their business model covered the new UHT (ultra-high temperature) production method of milk and dairy products. UHT milk was an upcoming technology from the Swedish firm Tetra Pak, making Parmalat an international player (Buchanan & Yang, 2005). Foreign acquisitions in the field of dairy products made Parmalat a multinational general food company (Ferrarini & Giudici, 2005). In the late 1980’s, Parmalat was Italy’s eighth largest food company and listed on the Italian Stock Exchange in Milan. During the nineties, the Parmalat Group followed a strategy to expand its reach through diverging into new markets like football and the tourism. Family started playing a more important role as Tanzi was placing relatives in important positions and boards of the holding. The Parma football club was acquired and Tanzi’s son Stefano became the club’s president while his daughter, Stefania, became the CEO of the tourism firm, Parmatour (Buchanan & Yang, 2005). By the end of 2002, the group was a world leader in the markets of milk, diary products and beverages and incorporated several well-known brands as Archway, Frica, Grisbi, Mother’s, Pomi and Welsh Farms. Parmalat's figures covered a consolidated turnover reached €7.6 billion in 2002, 36.000 employees and 146
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When Parmalat filed for bankruptcy in 2004, it was clear that it would become one of the biggest corporate scandals in Europe (Buchanan & Yang, 2005). According to Melis (2005), gatekeepers failed to assure a true and fair view of Parmalat’s financial situation and performance. Neither rating agencies nor financial analysts could examine the developments at Parmalat in order to protect minority shareholders and prevent the

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