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INTRO: Nucor had once been considered the fastest-growing steel company in America that was unstoppable. In the twenty-first century Nucor is being challenged by a changing industry where there is a worldwide decrease in demand for steel and steel related products, increasing competition, especially from foreign competitors, in a maturing market and environmental concerns about alleged violations of federal and state clean air rules. In response Nucor¡¦s management has embarked on a growth strategy in the course of a shakeup of the management structure through the adding of outside directors to the board as well as a centralization of the organisation¡¦s procedures. Nucor hopes that this growth strategy will have a positive impact on the future profitability and help realize its goal of becoming the largest steel maker in the United States. Porter¡¦s Five Forces Rivalry in the industry The industry is not only fragmented but the boundaries of its various sub-parts are vague and overlapping. Steel products are marketed principally through in-house sales forces. The principal competitive factors are price and service. The company is not the strongest, but it can defend itself from stronger rivals and capita