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The encyclopedia · Strategy & Leadership · Strategic decision · 1977–1983

ARCO paid $700 million for Anaconda — and closed a century of Montana mining in six years

In 1977 ARCO bought Anaconda Copper, the company that owned Montana. Six years later Butte's mines stood idle and the pit was a Superfund site.

Atlantic Richfield Company (ARCO) · Anaconda Copper

HearsayWidely repeated, and we cannot show you a document for it. Read it for the lesson, not as fact.

What it means today

Any acquirer of a cyclical business should price the down-cycle before signing: what happens at half the commodity price? 'Exit' is an answer with a bill — it lands on the town, the workforce, and decades later on the acquirer's balance sheet as cleanup.

What happened

The Anaconda Copper Company had been Montana itself for generations — the state's largest employer, owner of its newspapers, a presence in its politics. In 1960 it still employed 37,000 people. On 12 January 1977 the Atlantic Richfield Company, an oil firm, bought Anaconda for 700 million dollars, at the top of the copper cycle.

Then copper fell — to sixty-odd cents a pound — and ARCO decided the business it had bought was not worth managing through the bottom. The smelter in the town of Anaconda stopped in 1980, taking more than 1,000 jobs with it. In 1982 the Berkeley Pit went quiet and the deep pumps of the Kelley Mine were switched off; the Continental Pit, the last active property in Butte, followed. Six years after the purchase, Butte's mines stood completely idle — a camp that had run for a century was closed in five.

The end is kept by the people who worked there: the University of Montana holds the Butte oral-history interviews, and Teresa Jordan's mid-1980s tapes of laid-off miners feed the Verdigris Project's account of the shutdown. Butte's official population — 41,611 in 1920 — had fallen to 33,336 by 1990. The flooded pit and its water became part of the Upper Clark Fork Superfund site, the largest in the United States; the cleanup liability passed, with ARCO's merger into BP, to BP.

Why it happened

  • ARCO bought at the top of the copper cycle with no plan for the bottom: the acquisition was a bet on prices, not on the mining operation.
  • When the price collapsed, the oil company applied oil-company arithmetic — cut the loss — to a company town whose costs included a century of community.
  • The exit was total because nothing had been prepared for an independent future: once the pits closed, there was no second act for the workforce or the town.
What it cost$700m destroyed; a company town's century of work endedcatastrophic

The lesson

Buying a commodity business at the top of the cycle means buying the downturn too — and if the acquirer's only plan is to cut the loss, the loss is cut out of whoever cannot move.

Sources

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