Ispat - Sidbec: Entering North America

Case Studies | Case Study in Business, Management, Operations, Strategy, Case Study

ICMR HOME | Case Studies Collection

Case Details:

Case Code : BSTA006
Case Length : 11 Pages
Period : 1994 - 2003
Pub Date : 2005
Teaching Note :Not Available
Organization : Sidbec; Ispat
Industry : Steel
Countries : Canada

To download Ispat - Sidbec: Entering North America case study (Case Code: BSTA006) click on the button below, and select the case from the list of available cases:


For delivery in electronic format: Rs. 300;
For delivery through courier (within India): Rs. 300 + Rs. 25 for Shipping & Handling Charges

Business Strategy Case Studies
Case Studies Collection
Business Strategy Short Case Studies
View Detailed Pricing Info
How To Order This Case
Business Case Studies
Area Specific Case Studies
Industry Wise Case Studies
Company Wise Case Studies

Please note:

This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

<< Previous


When Lakshmi Mittal acquired Sidbec Dosco in 1994, he was already well known in America, having successfully turned around two loss making steel mills in Trinidad and Tobago and Mexico. Sidbec-Dosco, was Canada's fourth largest steel producer in 1994. Headquartered in Montreal, with its principal steel mill located in Contrecoeur, Sidbec's product portfolio included hot- and cold-rolled sheet, strip, rods, bars, shapes, pipe, wire rod and wire. Sidbec-Dosco was the only steel producer in Canada to use internally-produced directly reduced iron (DRI) as its principal feedstock, and had developed unparalleled know-how in DRI production. DRI was critical to Ispat's groupwide strategy to increase sales of higher-value products.

Background Note

Mittal acquired poorly run plants, and thus invested less for each tonne of steel-making capacity than any other firm in the world. Analysts calculated that Ispat was spending half of what Nucor or Steel Dynamics (another American mini-mill firm that was reckoned to be the world's lowest-cost builder of new steel plants) spent on a similar exercise.

Mittal realized that simply buying "dud firms"was not enough. They had to be turned around too. The turnaround strategy included cutting purchase costs and laying off workers. More interestingly, Ispat was also prepared to invest when others were reluctant. In addition to the quality of technology and management, Ispat's geographical spread was emerging as Mittals' third strength. As soon as Mittal acquired a firm, he redirected sales and purchasing internationally in order to strike the best deals...

Excerpts >>


Case Studies Links:- Case Studies, Short Case Studies, Simplified Case Studies.

Other Case Studies:- Multimedia Case Study, Cases in Other Languages.

Business Reports Link:- Business Reports.

Books:- Textbooks, Work Books, Case Study Volumes.