Southwire, based in Carrollton, GA, has been a leading manufacturer of aluminum and copper rods, wires and cables for power transmission and distribution. In one decade, CEO Roy Richards, Jr. grew annual sales from $ 500 million in 1985 to $ 1.9 billion in 1995, an increase he attributed the increase and optimization of production and total quality management practices. The company's customers include 135 of the largest U.S. companies electricity. With only 2% of the market growth rate in the United States, however, Southwire officers searched outside internal ground for countries that are just beginning to build its infrastructure. In 1996, Richards was focused on the threat posed by the large multinational corporations that same perspective territories. Richards knew he would have to keep the 5,000 managers and employees through a number of changes to the company's growth. Their goal was to increase by 6% Non-US revenue achieved in 1995, to 25% by 2005. Southwire created a strong tradition in technological research and development about 400 patents in 40 countries, covering items of metal, plastics processing development. "Hide
on F. Warren McFarlan, Melissa Daly Source: Harvard Business School 19 pages. Publication Date: January 2, 1997. Prod. #: 397074-PDF-ENG
Related Case Solutions & Analyses:
Investment Banking in 2008 (A): Rise and Fall of the Bear
Crisis Management: North American Sporting League Visits Mexico City (B)
Closing the Gap Between Strategy and Execution
Boeing: No Nerds No Birds (D): Employee Rights
Managing Global Expansion: Conceptual Framework
Hickling Associates Ltd.
Platinum
Sales Force Integration at FedEx
Chick-Fil-A
Bandhan Microfinance: Is Transformation to Bank Status Required?
