Global Steel 2009-2014.pdf
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1、 Datamonitor USA 245 Fifth Avenue 4th Floor New York, NY 10016 USA t: +1 212 686 7400 f: +1 212 686 2626 e: Datamonitor Europe 119 Farringdon Road London EC1R 3DA United Kingdom t: +44 20 7551 9000 f: +44 20 7675 7500 e: Datamonitor Middle East and North America Datamonitor PO Box 24893 Dubai, UA
2、E t: +49 69 9754 4517 f: +49 69 9754 4900 e: datamonitormena Datamonitor Asia Pacific Level 46, 2 Park Street Sydney, NSW 2000 Australia t: +61 2 8705 6900 f: +61 2 8705 6901 e: Global - Steel 0199 - 0998 - 2009 Datamonitor. This profile is a licensed product and is not to be photocopied Page 1 IN
3、DUSTRY PROFILE Global Steel Reference Code: 0199-0998 Publication Date: September 2010 EXECUTIVE SUMMARY Global - Steel 0199 - 0998 - 2009 Datamonitor. This profile is a licensed product and is not to be photocopied Page 2 EXECUTIVE SUMMARY Market value The global steel market shrank by 30.8% in 200
4、9 to reach a value of $655.6 billion. Market value forecast In 2014, the global steel market is forecast to have a value of $1,372.1 billion, an increase of 109.3% since 2009. Market volume The global steel market shrank by 8.1% in 2009 to reach a volume of 1,109.7 million metric tons. Market volume
5、 forecast In 2014, the global steel market is forecast to have a volume of 1,555.8 million metric tons, an increase of 40.2% since 2009. Market segmentation II Asia-Pacific accounts for 69.3% of the global steel market value. Market share Arcelor Mittal is the leading player in the global steel mark
6、et, generating a 6.6% share of the markets volume. Market rivalry Steel makers in developed countries will maintain their pursuit of a shift from volume to value to further make the steel industry more competitive and efficient as the world economy recovers. CONTENTS Global - Steel 0199 - 0998 - 200
7、9 Datamonitor. This profile is a licensed product and is not to be photocopied Page 3 TABLE OF CONTENTS EXECUTIVE SUMMARY 2 MARKET OVERVIEW 7 Market definition 7 Research highlights 8 Market analysis 9 MARKET VALUE 10 MARKET VOLUME 11 MARKET SEGMENTATION II 12 MARKET SHARE 13 FIVE FORCES ANALYSIS 14
8、 Summary 14 Buyer power 16 Supplier power 18 New entrants 20 Substitutes 22 Rivalry 23 LEADING COMPANIES 24 ArcelorMittal 24 Baosteel Group Corporation 28 Nippon Steel Corporation 31 POSCO 35 MARKET FORECASTS 39 Market value forecast 39 Market volume forecast 40 CONTENTS Global - Steel 0199 - 0998 -
9、 2009 Datamonitor. This profile is a licensed product and is not to be photocopied Page 4 APPENDIX 41 Methodology 41 Industry associations 42 Related Datamonitor research 42 Disclaimer 43 ABOUT DATAMONITOR 44 Premium Reports 44 Summary Reports 44 Datamonitor consulting 44 CONTENTS Global - Steel 019
10、9 - 0998 - 2009 Datamonitor. This profile is a licensed product and is not to be photocopied Page 5 LIST OF TABLES Table 1: Global steel market value: $ billion, 200509 10 Table 2: Global steel market volume: million metric tons, 200509 11 Table 3: Global steel market segmentation II: % share, by va
11、lue, 2009 12 Table 4: Global steel market share: % share, by volume, 2009 13 Table 5: ArcelorMittal: key facts 24 Table 6: ArcelorMittal: key financials ($) 26 Table 7: ArcelorMittal: key financial ratios 26 Table 8: Baosteel Group Corporation: key facts 28 Table 9: Nippon Steel Corporation: key fac
12、ts 31 Table 10: Nippon Steel Corporation: key financials ($) 33 Table 11: Nippon Steel Corporation: key financials () 33 Table 12: Nippon Steel Corporation: key financial ratios 33 Table 13: POSCO: key facts 35 Table 14: POSCO: key financials ($) 37 Table 15: POSCO: key financials (KRW) 37 Table 16:
13、 POSCO: key financial ratios 37 Table 17: Global steel market value forecast: $ billion, 200914 39 Table 18: Global steel market volume forecast: million metric tons, 200914 40 CONTENTS Global - Steel 0199 - 0998 - 2009 Datamonitor. This profile is a licensed product and is not to be photocopied Pag
14、e 6 LIST OF FIGURES Figure 1: Global steel market value: $ billion, 200509 10 Figure 2: Global steel market volume: million metric tons, 200509 11 Figure 3: Global steel market segmentation II: % share, by value, 2009 12 Figure 4: Global steel market share: % share, by volume, 2009 13 Figure 5: Forc
15、es driving competition in the global steel market, 2009 14 Figure 6: Drivers of buyer power in the global steel market, 2009 16 Figure 7: Drivers of supplier power in the global steel market, 2009 18 Figure 8: Factors influencing the likelihood of new entrants in the global steel market, 2009 20 Fig
16、ure 9: Factors influencing the threat of substitutes in the global steel market, 2009 22 Figure 10: Drivers of degree of rivalry in the global steel market, 2009 23 Figure 11: ArcelorMittal: revenues however, players may integrate forwards into buyer businesses. For example, Nippon Steel operates in
17、 the engineering and construction segment across different divisions, including marine construction and building construction. Forward integration coupled with the necessity of steel products to the success of the buyers businesses dilutes buyers power. Overall, buyer power is assessed to be moderat
18、e. FIVE FORCES ANALYSIS Global - Steel 0199 - 0998 - 2009 Datamonitor. This profile is a licensed product and is not to be photocopied Page 18 Supplier power Figure 7: Drivers of supplier power in the global steel market, 2009 Source: Datamonitor D A T A M O N I T O R The bargaining power of supplie
19、rs is low for the fully integrated steel plants as they have their own mines of key raw material like iron ore and coal. However, those who are non-integrated or semi integrated have to depend on suppliers, for example SAIL, which imports coking coal. Globally, the top three mining giants BHP Billit
20、on, CVRD and Rio Tinto supply nearly two-thirds of the processed iron ore to steel mills and command very high bargaining power. The near 100 per cent increase in iron ore prices by the mining giants has resulted in integrated steel producers raising prices so as to recover the unprecedented raw mat
21、erial price hikes. Corus for example in the last week of April 2010 announced 80 per ton increases for plate and sections. Currently, many leading steel companies are employing alternative safeguarding measures by looking to pursue mine investments as rising costs for steelmaking ingredients squeeze
22、 margins. This backward integration is a much forayed strategy by steel companies, for example Nippon Steel Corp. and Posco are in search of mines as iron ore prices rise. Steelmakers are adjusting to a shift in the pricing of iron ore and coking coal after Vale, BHP Billiton and rival mining compan
23、ies abandoned a 40-year tradition of annual prices in favor of the quarterly, index-linked iron ore contracts system. Having to pay iron ore prices that change on a quarterly basis instead of an annual basis will leave these steelmakers vulnerable to significant price risk. Manufacturers are extreme
24、ly sensitive to shifts in their cost base particularly during economic recovery. FIVE FORCES ANALYSIS Global - Steel 0199 - 0998 - 2009 Datamonitor. This profile is a licensed product and is not to be photocopied Page 19 Recent demand increases are not enough for companies to be able to push through
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