Bethlehem Steel
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Bethlehem steel is the nation's second largest integrated steel produce; its primary business is the manufacture and sale of a wide variety of steel mill products. Additional business segments include producing and selling coal and other raw materials, repair ships and offshore drilling platforms, and manufacturing forging and castings. This research examines how five key economic factors affect Bethlehem, and how the company has responded to these pressure in the past. In addition, the research makes recommendations about the company's behavior and future performance.Incorporated in 1904, Bethlehem's history dates back to the mid-nineteenth century when the Saucona Iron Company was founded in South Bethlehem, Pennsylvania, to roll railroad rails. When the current name was adopted in 1899, the company had expanded into plating for ships, forgings for generators, and steels for metal cutting. Charles Schwab, a financier, founded Bethlehem Steel and was instrumental in working with Andrew Carnegie and the formation of U.S. Steel. Bethlehem's current market position and strategy are due in no small part to the influence of Schwab as CEO and president. Throughout its history, Bethlehem has emphasized growth through acquisition, and this certainly characterized the company's activities during the early part of the twentieth century. During the first four years of the 1920s, Bethlehem added three steel companies, including plants and iron ore min
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s. In addition to selling directly to customers, Bethlehem also sells to service centers, distributors, processors and converters.
The company breaks its operations into two segments: basic steel operation and steel related operations. Basic steel operations include steel mill products while steel related operations manufactures and fabricates iron and steel products for the metals, electric power generation and nuclear industries.
Although the company has used an acquisition strategy in the past to enter new markets and to bolster its presence in existing markets, there are no current plans for acquisitions at this time. The company's current financial position would make it difficult to accomplish any acquisitions, and the company is refocusing its efforts on returning to its core business. With the dedication of resources that this requires, any additional acquisitions would likely not receive the attention and support that would be necessary for their success. However, the company should keep a watchful eye on the market and competitors as well as on synergistic opportunities which may be present and which would complement the company's core offerings. Adding a minimill to the company mix, for example, would be a str
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Approximate Word count = 1724
Approximate Pages = 7 (250 words per page)
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