Lev Leviev vs De Beers

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Case Details:

Case Code : ECOA125
Case Length : 13 Pages
Period : 2004
Organization : De beers, Lev Leviev
Pub Date : 2004
Teaching Note :Not Available
Countries : South Africa, Global
Industry : Diamond

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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Excerpts Contd...

Angola

The world's third-largest producer of rough diamonds, Angola had emerged as a strategic market for Leviev, who had taken advantage of De Beers' problems there. Angola mined diamonds worth $600 - $800 million each year, making it the fourth-largest producer (in value terms), in the world. One-fifth of the production came from the country's only mine, Catoca...

Namibia

Namibia was another country rich in diamond reserves. De Beers had been mining there since Ernest Oppenheimer bought concessions after World War I. But like Russia, Namibia wanted to process its own stones.

Economics | Case Study in Management, Operations, Strategies, Business Strategy, Case Studies

In 2000, it forced producers to sell a regular supply of rough diamonds to domestic cutters. De Beers resisted, but later relented and built a cutting factory in Namibia-which it supplied with rough diamonds from its London offices...

The Road Ahead

In 2004, Leviev claimed to be the only vertically integrated diamond dealer in the world. But De Beers had been moving vertically, too. Its joint venture with the French luxury goods company LVMH in 2000, (each partner putting up $200 million) had been set up to create an up market brand that would fetch a premium over unbranded diamonds...

Exhibits

Exhibit I: Consolidated Income Statement
Exhibit II: Consolidated Balance Sheet as at December 31

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