Trinrico Steel & Wire Products Limited

6 Business View Caribbean cal material supplier had to sell to him at the average world-market price. But, according to Ramoutarsingh, Trinrico was stagnant for many years because his fa- ther was busy fighting these legal skirmishes. In addi- tion, he had to liquidate the Dansteel Group and sell his hardware stores in an effort to save CENTRIN and Trinrico. In the end, only Trinrico remained. Trinrico continued to produce, but the establishment of several new local and regional manufacturers, plus the separation from the former Group, challenged the company. The former sister companies had now inadvertently become potential competitors, as well. Trinrico struggled with a sole raw material supplier that marketed its products through encouraging other manufacturers to be formed, and what was perceived as an unfair local and regional pricing policy. The tech- nology remained stagnant, and the market changed. Local, regional, and international manufacturers all sought to fill the void Jack Ramoutarsingh left behind and their partnerships with global entities plus the im- plementation of modern technology left his company uncompetitive. But like his father before him, Daniel was driven to succeed. He went to work for his father at an early age. He began at CENTRIN and then was reassigned to Trinrico. Toward the end of their days at CENTRIN, fa- ther and son had begun to experiment with alloy steel through a tolling agreement. Though it was successful, the scale was very small and the elder Ramoutarsingh predicted that one day the hot rolled production of re- bar would become common and uncompetitive in a market saturated with competing manufacturers on