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  • January 1997 (Revised June 1997)
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Southwire: Beyond 2000

By: F. Warren McFarlan and Melissa Dailey
  • Format:Print
  • | Pages:19
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Abstract

Southwire, based in Carrollton, GA, was the leading producer of aluminum and copper rod, wire, and cable for the transmission and distribution of electricity. 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 to increasing and streamlining production and total quality management practices. The company's customers included 135 of the major U.S. electric power companies. With only a 2% market growth rate in the United States, however, Southwire officers were looking beyond domestic soil to countries that were just beginning to build their infrastructures. In 1996, Richards was focused on the threat posed by large multinationals that were targeting the same promising territories. Richards knew that he would have to lead the 5,000 managers and employees through a series of changes to ensure the growth of the company. Their aim was to increase the 6% Non-U.S. revenue achieved in 1995, to 25% by the year 2005. Southwire had established a strong tradition in technological research and development with nearly 400 patents in 40 countries, covering subjects from metal processing to plastics formulation.

Keywords

Leading Change; Growth Management; Competitive Strategy; Global Strategy; Manufacturing Industry

Citation

McFarlan, F. Warren, and Melissa Dailey. "Southwire: Beyond 2000." Harvard Business School Case 397-074, January 1997. (Revised June 1997.)
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About The Author

F. Warren McFarlan

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