Interesting Article, Another Conglomerate and New Idea

    So I discovered another conglomerate, EBSCO Industries, a $2.5 billion a year privately-owned company. I found it reading this article: The New Conglomerate - I find the article very interesting, and it gives hope, as it shows that conglomerates can work. However, it seems in order to form a conglomerate, one would need to keep the company privately-owned, because if a public company, shareholders, at least nowadays, would likely demand the conglomerate be broken up, to focus on "core" businesses.
     My new business idea is another industry to consolidate (I get these ideas a lot), or at least enter into and make acquisitions in over time. However, I think this very industry could also serve as a way to acquire or build a company, take it public, and make acquisitions without having the shareholders complain about "core businesses." Basically, the packaging industry. This is a very fragmented industry from my understanding with many players. One interesting area of it seems to be the pharmaceutical packaging industry. One company in this industry, a German company named Gerresheimer AG, started originally as a much smaller company, but then it was purchased by private equity (first Invescorp and Chase Manhattan Bank, then Blackstone), which moved it into pharmaceutical packaging. They had it make a series of acquisitions, then took it public in Frankfurt in 2007.
     Two other packaging companies are Clondalkin Group and Mauser Group. I am not sure about Mauser Group, but Clondalkin Group is a large packaging conglomerate that was also built by a company making acquisitions of other various packaging companies.
      Well obviously a pharmaceuticals packaging company that is a made up of various different pharmaceuticals packaging businesses, will itself be a conglomerate technically, BUT, it is not a conglomerate consisting of various disprate businesses. Instead, it is a conglomerate with one core business that it focuses on, it just does so via ownership of various companies within that core business/industry.
      I do not think shareholders would complain about this type of conglomerate as such. My idea was perhaps to build a pharmaceuticals packaging empire, then via further acquisitions and mergers, combine it with a few other packaging companies to build an overall packaging empire (pharmaceuticals packaging is one aspect of overall packaging). I don't know if that would be a good idea or not though, it might just be good to leave it at pharmaceutical packaging (Gerreshemier actually is in life-sciences packaging as well), however, one could also make the argument that packaging itself is a core business, just with different areas, so building an overall packaging conglomerate (as opposed to just a pharmaceuticals packaging conglomerate) is still keeping within a core business (packaging).
      If I did attempt this, well all I need to do I suppose is acquire a small packaging company, grow it larger, take it public, and then begin making acquisitions, then cash out within a decade (easier said then done of course). I would imagine I could be entrusted to remain CEO of the company as I would have grown it well as a private company over some years first (so the investors would know the CEO is not some totally inexperienced person).