Essay on Mittal and the Growth of Mittal Steel

When he was a sophomore in high school, Barry Minkow founded a carpet cleaning company - ZZZZ Best Company in his parents’ garage. At that time, the carpet cleaning industry has few entry barriers and all Minkow needed was a small amount of start-up capital. However, he soon found out that his firm was actually tough to survive in the industry as the ease of entry means fierce competition. The young man encountered a series of trouble: bad checks, complaints from customers, urge for payment from suppliers and finally the shortage of working capital. Not surprisingly, the bank refused to loan money to his low profit margin company.

The second Industrial Revolution was an era that created many inventions off of the first Industrial Revolution, which included refining techniques to chemicals, electricity, transportation, and production engineering to name a few. One of the most highly technological innovations of the second Industrial Revolution, however, was the innovation of steel.

Growth in troubled steel industry. How to sustain Nucor’s earnings growth in the industry, which has many marginal competitors and production overcapacity.

The prospects for future profitability of the U.S. steel makers are very unattractive. Unless America can successfully combat China’s enormously, inexpensive, production ability, I do not see any American steel company surviving. China just has too big of a production ability and has the workforce to do it cheaply. Nucor will have to expand in this industry in the United States to survive. If the WTO

I believe that the steel market is a very attractive market for the players that are already competing. I would not recommend new companies to try to integrate themselves in this market without substantial capital and very advanced technology. Globally steel demand is rising every year and companies are still vigorously competing for the extra market share. All firms are continuing to expand evolve and grow which means that profit are also very high in the steel market. The do have some protection issues even in

The “Leadership Crisis of Steelworks Xiamen Plant” article impartially shows events happened in Steelworks which have led to an unpleasant break between the new CEO of Steelworks, Kumar, and the general manager of the Xiamen 's plant. Since 1960s, Steelworks has provided metal products and services for construction sector in different Asian countries. In 2005, Steelworks was acquired by Southern Metals, a well-known and respected Indian metal company. Because of the different philosophy of the new CEO Kumar from his predecessor, some problems emerged in the Chinese branch of Steelwork company. The critical point was the project "3C", which Kumar has created as a key for reorganization of regional branches of Steelworks’. According to S. Heidari-Robinson, advisor of the British Prime Minister David Cameron and S. Heywood, problems are inevitable in any company restructuration, because it unlocks existent values and brings up new ones ' (Heidari-robinson & Heywood , November 2016). Indeed, this project produced an escalation of conflicts in relationship between the headquarters of Steelworks in Singapore and C.H. Chan, the general manager of the Xiamen plant. Thus, to better understand this in study case, we are going to analyze the perspective of Chan, the relationship between Kumar and Chan, their two distinctive personal and cultural dimensions, and finally suggest what Kumar could have done differently.

Before Andrew Carnegie’s influence in the steel industry, steel was as an expensive product. It was used for tools and weapons, all large scale metal operations were created with cast iron. The Bessemer process was the cheap way to produce steel. The process enabled the mass production of steel for industrial types of usage. Essentially the process breaks down impurities in the iron by way of open furnace extraction. This oxidizes the steel while it is run through molten metal. Steel has been common in production since the Bessemer process was discovered and perfected in the late 1850s. Andrew Carnegie made his fortune in the steel industry. He was one of the first to practice the vertical integration management technique which drastically reduced his costs of production. Along with the vertical integration his honing of the Bessemer process created somewhat of a monopoly in the area. I say this because Edgar Thompson Steel Works provided permits for Carnegie to purchase a number of nearby steel mills. The steel industry in the United States changed drastically from the early 1800s to 1900s; the man responsible for the mass production was Andrew Carnegie. Carnegie is one of the wealthiest men to live on this earth; much of that wealth came from Carnegie Steel Company, later U.S. Steel.

In this essay I would like to elaborate on the investment analysis of two companies, open a space of possibilities in discourse and practices in order to determine which of the two companies to invest in. The essay will commence with a brief overview of the two companies that are being considered. The latter part of the essay will explain and critique the financial position of the two companies and also the strategy and structure of the organization. For this purpose different financial tools will be used. The conclusion will be description and reasons for the company chosen to invest.

General Motors, the “mother company” has faced many troubles in the past, and surfaced. A research by the National Research Council in the United States has revealed in 1992 that there had many impacts and future impacts in the automotive industry, indeed; it would affect the jobs and the internal economy. However, General Motors understood the threat potential that this and established strategic plans to revert the trend. Furthermore, whether General Motor Company was able to change the trend, and it saw the internal and external factors, prepared a strategic plan, Holden being the first brand in Australia, with at least just the 10 % of the population compared with the USA, the way to get a plan looks easier. In addition, it is easier to see a trend in countries with low population and good policymakers. In 2008 General Motors faced again the limit to bankruptcy. A fierce plan to develop and a new business association with FIAT made that GM avoid the dissolution. Even do all Europe have had a similar crisis( Boudette & Choudhury,

“In the 20 years to 2000, the world’s 40 largest steel companies made cumulative losses before tax of US$10 billion, in spite of investing around US$75 billion in new capital equipment. In the following five years, profitability increased but the return on capital was still low (…)”.

For over half a century the Pittsburgh region was the largest concentration of steel making in the world. Its collapse was spectacular. The mill towns strung along the Monongahela Valley have now suffered forty years of decline. Much of their shabby infrastructure and buildings (at best homely even in their prime) has decayed, most of their population has fled to the metropolitan suburbs or left the region, and those that remain, for the most part poor, struggle or live off memories. Regeneration is a continuing problem for public policy makers as the mill towns struggle on life-support systems — public welfare for individual households; funding from federal, state and local agencies for public services, projects and a plethora of

So with business going so well for Solectron, how did everything go wrong for the company starting in 2001? Revenue fell from $6.5 billion in 3rd quarter 2000 to $2.2 billion in the same quarter of 2001. The company laid-off 20,000 employees; its stock plummeted; it was faced with plant closures, excess inventory and reduction of floor space. Was it a case of poor planning and management or just the company a victim of an economic downturn? This case analysis will explore what Solectron did wrong and what they could have done and offer some suggestions. It is also interesting to note the Solectron foresaw a pending boom in the Asia (China & India) markets and that if it was able to weather the prevailing storm, Solectron stood a chance of rising up again and succeed.

Following the general recessionary trend of the market, Lehigh Steel reported record losses in 1991 after posting record profits in 1988. This had led to an increasing need to rationalizing Lehigh Steel’s product mix.

The company understands the risks for working with U.S. auto industry especially during the recession in 2008, so they venture out to produce four new business units to minimize it by looking into investing on early-stage opportunities.

Credit Accumulation & Transfer Scheme (CATS) – Undergraduate – Degree in Business & Management Studies