F. Kenneth Iverson

Analysis With roots dating back to 1904 in the automobile manufacturing industry, Nucor’s business strategy has morphed many times over the course of the past century in response to struggling sales and unrealized business strategies. Since F. Kenneth Iverson’s appointment as Nucor’s President in 1965, however, Nucor has performed very well. With a focus on efficiency, Nucor is committed to minimizing bureaucracy and maximizing performance and productivity via the utilization of an open-door/continuous

Nucor at a Crossroads On December 7, 1986, F. Kenneth Iverson, chairman and chief executive officer (CEO) of Nucor Corporation, awaited a delegation from SMS . Iverson had to decide whether to commit Nucor to a new steel mill that would commercialize thin-slab casting technology developed by SMS. Preliminary estimates indicated that the mill would cost $280, and that start-up expenses and working capital of $30 million each would push the total cost to $340 million. Successful commercialization

Harvard Business School 9-793-039 Rev. January 20, 1998 DO Nucor at a Crossroads On December 7, 1986, F. Kenneth Iverson, chairman and chief executive officer (CEO) of Nucor Corporation, awaited a delegation from SMS Schloemann-Siemag, a leading West German supplier of steelmaking equipment, at his company’s headquarters in Charlotte, North Carolina. Iverson had to decide whether to commit Nucor to a new steel mill that would commercialize thinslab casting technology developed by SMS

Finally, Samuel Siegel, an accountant with Nuclear (and friend of Iverson) who had actively been looking to leave the company, informed the Board of Directors he would remain with the company under two conditions: Iverson would become President and he (Siegel) would become Chief Financial Officer, conditions the Board quickly accepted. [edit]The Nucor Era Iverson and Siegel quickly reorganized Nuclear around its only profitable business, steel-fabricator Vulcraft

-295275-371475Nucor Corporation Competing against Low-Cost Steel Imports 110000110000Nucor Corporation Competing against Low-Cost Steel Imports What are the primary competitive forces impacting U.S. steel producers in general and the producers like Nucor that make new steel products via recycling scrap steel in particular? Please do a five-forces analysis to support your answer. As mentioned in the case the main problem is the excess of steel in the steel market. Right now foreign steel

Nucor Corporation is made up of 11,500 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. Nucor 's History Nucor Corporation is the largest steel producer in the United

Nucor Corporation in 2001 Nucor's History Nucor Corporation is the second-largest steel producer in the United States and has had net sales of $4.6 billion in 2000. Nucor recycles approximately 10 million tons of scrap steel. It operates in 9 states and produces carbon and alloy steel in bars, beams, sheet, and plate; steel joists and joist girders; steel deck; cold finished steel; steel fasteners; metal building systems; and light gauge steel framing. The company emerged from near Bankruptcy

Nucor Corporation in 2001: Pursuing Growth in a Troubled Steel Industry Table of Contents Introduction 3 Nucor's History 3 Current Strategy and Future Expectation 4 Analysis and evaluation 4 Dominant Economic Characteristics of the Steel Industry Environment 4 Competition analysis in the Steel Industry 5 SWOT Analysis 6 Recommendations 9 Introduction Nucor's History Nucor Corporation is the second-largest steel producer in the United States and has had net sales of $4.6

Iverson was a leader who walked the talk. He proved himself as a “Master in crafting and executing a low-cost leadership strategy and he made a point of making sure he practiced what he preached”. In 1968, Nucor integrated backward into steelmaking due to