Company Analysis: Nucor Steel

Nucor may have some great strengths, but they also have their own weaknesses. Their two weaknesses are exposure to fluctuation in price of scrap steel, and lack of market

There are many competitive forces that are affecting Nucor Corporation. Some of the primary ones are the market size, number of rivals, and pace of technological change.

The challenges faced by Nucleon, Inc. present more of an issue with how to take full advantage of an opportunity in front of them, rather than a problem that poses a threat to the company. As a company in its early stages, only putting out its first product, it is critical that it is done in a manner that allows the budding firm to grow. The main issue here is determining the most effective means by which they are to manufacture and market their first product, CRP-1. Doing so requires in-depth evaluation of three strategic options, all with their own benefits and potential risks. The problem statement, therefore, is as follows:

A great competitive advantage in the industry will be to have an integrated enterprise that is capable of R&D and large scale commercial manufacturing. In this context, Nucleon’s long term strategic goal should be to gain this competitive advantage by continuing to leverage its existing R&D competencies along with acquiring in-house manufacturing

Thorntons is the largest manufacturer and retailer of specialist chocolates in the United Kingdom. The organization has been following a strategy of in-house manufacture while retailing through the

One of the most important questions anybody should ask when starting their own business, regardless of the industry, is what are my customer needs, wants and demands. This was no different for Edwin Hunter, founder of Hunter Industries, when he decided to start his own company. In 1981, Edwin Hunter, "retired" from Toro Inc. and started his own business in San Marcos, CA. With more than 30 years of experience in the irrigation industry and a great number of patents to his name, Mr. Edwin Hunter had a huge advantage over other start up companies.

In order to sustain its competitiveness and profitability, Nucor shall consider going global. Generally, the criteria needed for Nucor to go global are intellectual capital, psychological capital and social capital.

Nucor Steel Company started as a failure of two corporations: Nuclear Consultants and Nuclear Corp. Nuclear Corp was quickly diversifying by participating in the “conglomerate” trend of the time by acquiring high-tech companies specialized in semi-conductors, radiation sensors, air-conditioning technology, and rare earth metals. In 1965,when Nuclear Corporation was the verge of bankruptcy, Ken Iverson, who was in charge of just successful division, was announced president and moved to headquarters in North Carolina. Iverson started closing down the esoteric, but non-lucrative, independent, high tech divisions and concentrated on profitable steel business. However, Nuclear Corp continued to make losses and thus; the company undergone a fourth reorganization in around 1966 with Ken Iverson becoming in charge. By 1984, the company had four steel mills and six joint plants, employing the new so called “mini-mill” technology. After the purchase of Vulcraft, Aycock replaced Iverson as Nucor’s president. The company that was verge of bankruptcy became the leader in the US Steel industry and Nucor’s management style was used as example of “Excellency”. Its success was attributed to the well-built organization design, incentive system, and management philosophy

Nucor is an industry leader in innovation and minimization of pollution and production cost. They have a calculated risk taking culture, lean management, standard and poor mentioned that Nucor is the only company which is indisputably healthy. They have more bargaining power and larger contracts. On the other hand, they have a high dependence on the US domestic market and limited diversification and no worldwide presence. They could enter the Asia-Europe market through joint ventures. They could use horizontal integrations or acquisitions to improve market position and vertical integration with the nuclear plants to enable the low- cost energy to produce steel products. They should watch out for rising raw material and labor cost, threats from Chinese and other foreign players entering US markets and the demand declining in US real estate post sub-prime crisis. The driving forces that are present are

The industry which Nucor operates can be described using the external analysis tools PEST, Porter’s Five Forces and Major Strategic Groups.

Nucor Corporation is made up of 17,300 teammates whose goal is to "Take Care of Our Customers." We are accomplishing this by being the safest, highest quality, lowest cost, most productive and most profitable steel and steel products company in the world. We are committed to doing this while being cultural and environmental stewards in our communities where we live and work. We are succeeding by working together.

A Report on the Financial Analysis of JSW Steel Ltd., a company of JSW Group

As a result, the domestic steel industry has since then, become market oriented and integrated with the global steel industry. This has helped private players to expand their operations and bring in new cost effective technologies to improve competitiveness not only in the domestic but also in the global market. Private sector contribution in the total output has since been increasing in India. Development of private sector has caused high growth in all aspects of steel industry that is capacity, production, export and imports. During the last decade more than 12 Mt of capacity has been added in the steel industry, this is mostly in the private sector. Recently, the steel industry is receiving significant foreign investments such as POSCO South Korean steel producer and Arcelor-Mittal Group UK/Europe based steel producer announcing plans for establishing about 12 Mt production units each in India.

Nuplex Industries Limited is a resins and specialty chemicals company based in New Zealand and operates around the globe. Resins and Specialties are two segments the company owns:

NTPC has gone beyond the thermal power generation. It has diversified into hydro power, coal mining, power equipment manufacturing, oil & gas exploration, power trading & distribution. NTPC is now in the entire power value chain and is poised to become an Integrated Power Major.